Attachment 2 – Draft General Plan — South San Francisco City Council, March 2, 2022 (part 1 of 2)

SHAPE SSF
2040

GENERAL
PLAN
Released February 2022
City of South San Francisco

INTRODUCTION
3 *Former member

CITY COUNCIL
Mark Nagales, Mayor
Buenaflor Nicolas, Vice Mayor
Mark Addiego
James Coleman
Eddie Flores
*Karyl Matsumoto
*Richard Garbarino

PLANNING COMMISSION
Bassam “Sam” Shihadeh, Chair
Alex Tzang, Vice-Chair
Luis De Paz Fernandez
Michele Evans
Norm Faria
Sarah Funes
JulieAnn Murphy
*Alan Wong
*Robert Bernardo

COMMUNITY

ADVISORY COMMITTEE
Rehman Baig
Roderick Bovee
Kristy Camacho
Robert Cavalieri
Brandon Chan
Steve Firpo
Nicholas Maiden
Sophie Martin
Courtney McCrane
John Skerry
Steven Yee
William Zemke
*Patricia Murray

STAFF TEAM
Mike Futrell, City Manager
Sharon Ranals, Assistant City Manager
Christina Fernandez, Chief Sustainability Officer
Nell Selander, ECD Director
Tony Rozzi, Chief Planner
Billy Gross, Principal Planner
Lisa Costa-Sanders, Project Administrator
Jess Magallanes, Fire Chief
Valerie Sommer, Library Director
Greg Mediati, Parks & Recreation Director
Scott Campbell, Police Chief
Eunejune Kim, Public Works Director

CONSULTANT TEAM
Raimi + Associates
Fehr & Peers
FirstCarbon Solutions
Strategic Economics
Plan to Place
Lisa Wise Consulting
January Advisors

GENERAL PLAN ACKNOWLEDGMENTS

CITY OF SOUTH SAN FRANCISCO
2040 General Plan

PUBLIC DRAFT
Released February 2022
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INTRODUCTION
4 5

TABLE OF CONTENTS
PART I: OUR PLAN
Chapter 1: Our Vision for the Future 6
Chapter 2: Our Story 12
Chapter 3: Our Conversation 28
Chapter 4: Our Plan 34
PART III: OUR PEOPLE
Chapter 11: Equitable Community Services 236
Chapter 12: Community Resilience 254
Chapter 13: Community Health and Environmental Justice 278 PART IV: OUR ENVIRONMENT
Chapter 14: Climate Protection 312
Chapter 15: Environmental and Cultural Stewardship 334
Chapter 16: Noise 362
PART V: OUR PLAN TO GET THERE 378

APPENDICES
Glossary 426
PART II: OUR PLACE
Chapter 5: Land Use and Community Design 44
Chapter 6: Sub-Areas 84
Chapter 7: Housing 136
Chapter 8: A Prosperous Economy For All 138
Chapter 9: Mobility and Access 170
Chapter 10: Abundant and Accessible Parks and Recreation 204 City Hall
Grand Ave. in Downtown
People Participating in Holiday Programming
Bay Trail
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OUR VISION FOR THE FUTURE
1 67
CHAPTER 1
Our Vision
for the Future 1
PART I: OUR PLAN
Innovation
Sustainability
7 OUR VISION FOR THE FUTURE
Shape SSF 2040 presents our community’s vision for South San Francisco for the next two decades. The General Plan provides a roadmap for the City to implement policies and actions that create a resilient community, improve the quality of life of its residents, and expand economic development opportunities. The development of this plan has been guided by an overarching vision, a set of community values, and guiding principles that were shaped through community input.

Vision
South San Francisco is a place
where everyone can thrive. Its high
quality of life, diverse and inclusive
community, livable neighborhoods
and excellent services, culture of
innovation, and environmental
leadership ensure all people have
the opportunity to reach their
full potential.

Diversity + Inclusion
We celebrate our diversity. We proactively
promote diversity and inclusion for all races,
ethnicities, genders, sexual orientations, abilities,
ages, religions, and cultural and socioeconomic
backgrounds. We strive to ensure equitable
access to services and resources for all, build
collaborative partnerships, and promote
civic engagement.

Values
Throughout the General Plan
process, community members
identified many shared
values and beliefs. These
cross-cutting community
values include: diversity
and inclusion, livability,
sustainability, and innovation.

While each guiding principle,
goal, policy, and action
outlines what the city wants to
achieve and plans to do, these
values describe how future
actions should
be implemented.

Sustainability
We strive to build and maintain a healthy and safe city. Our actions reduce climate pollution, adapt to climate disruptions, preserve natural resources, foster a prosperous and just economy, and meet the needs of current and future generations to ensure all people have the opportunity to reach their full potential.

Livability
We cherish our high quality of life. Residents of all ages, income levels, and abilities are able to comfortably live in a variety of housing options and can easily access quality parks, recreational facilities, libraries, and community services. We can travel via safe and reliable transportation options, including walking, biking, and public transit.

Innovation
We encourage innovation, creative thinking, and state-of-the art solutions. We pilot new tools and technologies and forge public-private partnerships that improve the well-being of residents and the efficiency of City operations and businesses.

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OUR VISION FOR THE FUTURE 1
8 9 East of 101 Pride month at City Hall
City Hall
Orange Memorial Park
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OUR VISION FOR THE FUTURE 1
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Affordable, Safe, Attractive,
Amenity-Rich Neighborhoods
The City of South San Francisco ensures a high quality of life for all residents by providing a diverse supply of housing affordable to all income levels. The City promotes housing options for households with distinct needs, including multigenerational families, empty nesters, and younger and older adults. The City of South San Francisco encourages new housing production while also preserving affordable housing and protecting vulnerable residents from housing instability and displacement. The City guides new housing into complete neighborhoods with access to retail and services, parks and open space, community services, and transit. In promoting the production of new housing, the city will make progress to achieving a better balance of jobs and housing. The City of South Francisco enhances the safety and aesthetics of its neighborhoods.

High-Quality and Accessible Services, Facilities, and Amenities for Residents at All stages of their lives
• The City of South San Francisco provides high quality and accessible services, facilities, and amenities for residents at all stages of their lives. As a “smart city”, South San Francisco leverages high-speed internet technology and connectivity to improve engagement, transportation, utilities, education, public health and safety, environmental quality, energy, and the quality and efficiency of City operations. The City ensures digital equality by promoting internet connectivity in all neighborhoods to bridge access to reliable and affordable information. • The City increases access to and quality of parks and open spaces and invests in the expansion and modernization of its parks and open space system. The City supports the creation of pedestrian and bicycle linkages to Sign Hill, the San Francisco Bay Trail, schools, and community parks. The City supports South San Francisco Unified School District in its mission to graduate responsible, productive, and environmentally aware citizens by providing expanded educational and recreational opportunities and programs for all ages, including childcare, preschool, afterschool activities, special needs programs, aquatics, senior services, art, theater, music, libraries, and STEM and STEAM learning opportunities.
• The City supports well trained, community-centered Fire, Police, and Emergency Response that provides compassionate service, follow practices and standards for safe interactions, continually improve department practices and community relations, and respond to incidents in a timely manner.

GUIDING PRINCIPLES A Safe, Convenient, and Accessible Transportation Network Well-connected to the region
The City of South San Francisco prioritizes a safe, convenient, and accessible transportation network that is well-connected to the region. South San Francisco has “complete streets” that provide pedestrian and bicycle facilities that invite people of all ages and abilities. Anyone can access public transportation to get anywhere in the city or around the Bay Area. The City embraces and prepares for emerging transportation innovations and micro-mobility, such as scooters, bike share, and electric buses and vehicles.

A Prosperous Downtown and Local Economy
• The City of South San Francisco nurtures a thriving and diverse local economy, capitalizing on the city’s strategic location near Silicon Valley, San Francisco, San Francisco International Airport, and along critical transportation corridors. The City supports local businesses, including retail, grocery, dining, entertainment, and arts and cultural uses, while simultaneously strengthening its role as the worldwide hub of the biotech and life sciences industries and attracting more jobs in the technology sector, professional office sector, and other sectors with long-term growth potential and the ability to diversify the city’s supply of high-wage jobs. The City embraces its legacy as “The Industrial City” and supports a diversity of light industrial, manufacturing, and maker businesses to maintain a core of middle-wage jobs in the city. • The City of South San Francisco’s Downtown celebrates the city’s history and cultural diversity through community events, arts, and programming. Downtown is a destination for all, with a diversity of retail, public open spaces, services, institutions, religious facilities, entertainment, housing, and a public library. The City invests in streetscapes, sidewalks, landscaping, façade improvements and maintenance to improve safety and walkability in Downtown and create visual interest. The City provides resources to preserve and nurture local businesses that make Downtown special. The City prioritizes improvements that make Downtown accessible via public transit, including Caltrain.
• The City partners with business, education, and service organizations to help build career pipelines to match residents to local jobs in the life sciences, industrial, and civil sectors through education and training, creating opportunities for social mobility, ever adapting to a changing world. The City believes its long-term economic vitality depends on having high quality, well-resourced public education and workforce training, and the City will continue to foster educational partnerships with the local school district, community college district, and other organizations. The City supports Universal Pre-K and childcare, striving to ensure every child has an opportunity to attend pre-kindergarten.

A Resilient Community
• A resilient community is a commitment to a thriving future for all South San Francisco city residents. The ability to survive, adapt, and grow regardless of future shocks and stresses requires an investment in policies and actions that protect our most vulnerable. Housing, transportation, employment areas, and community-serving facilities and infrastructure are all at risk from earthquakes, warmer temperatures, rising sea levels, and more extreme weather days.

The City prioritizes resources for its most vulnerable communities and increases the capacity for the most disadvantaged residents and workers to withstand hazards and adapt to climate disruption.
• At the same time, South San Francisco takes a leadership role in the region in creating a cleaner, healthier, and more economically viable future through conscious investments and regulatory measures. The City adopts innovative practices and partnerships aimed at climate pollution reduction, efficient energy and water use, and clean air. These sustainability and climate actions aim to fight climate change and increase community resilience.

Sign Hill
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12 OUR STORY
CHAPTER 2
Our Story 2
PART I: OUR PLAN
Local Context
Community Story
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OUR STORY
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REGIONAL AND LOCAL SETTING
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The regional setting and history of
South San Francisco help tell the story
of the community today and set the
stage for the future of the city.

Regional Location
The City of South San Francisco is located on the San Francisco Peninsula in San Mateo County, about 2.5 miles south of San Francisco, and encompasses approximately 5,000 acres. It is in a basin bounded by San Bruno Mountain to the north, the Coast Range to the west, and the San Francisco Bay to the east. The City is bordered by the cities of Brisbane to the north, Daly City, Pacifica, and Colma to the west, and San Bruno to the south, as shown in Figure 1.

City Hall
Vista East of 101 1907 Historical Map of the City
Figure 1:

Regional Location
City of South San Francisco
Parks and Open Spaces
BART Routes
Caltrain Routes
Major Airport
Highway
Amtrak Routes
Waterbody
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Sources:CityofSouthSanFrancisco(2019);CountyofSanMateo(2019);ESRI(2021).

Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021) SHAPE SSF: 2040 GENERAL PLAN
2 16 17

OUR STORY
Local Context
The map shows important features in South San Francisco placed into the three categories below, each denoted with an icon.
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6 4
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24 68
Downtown
Downtown is the heart of the community,
retaining small, culturally diverse businesses,
public open spaces, institutions, religious
facilities, entertainment, housing, and a
public library.

East of 101
South San Francisco—the Birthplace of
Biotechnology—is a hub of biotech industry
with over 200 biotech companies east of 101.

Avalon-Brentwood
Sunshine Gardens
Winston Serra
Westborough
Paradise Valley/Terrabay
El Camino Real
South San Francisco enjoys convenient access
to cities throughout the San Francisco Bay Area
via Bay Area Rapid Transit (BART). The South
San Francisco BART station is located within
the northern part of the City, while the San
Bruno station is located just south of the City.

Lindenville
Orange Park
Orange Memorial Park is South San
Francisco’s first and largest developed park.

Sign Hill
Serving as a monument to South San
Francisco’s industrial history, Sign Hill
provides over 65 acres of open space in the
city. Sign Hill is on the National Register of
Historic Places.

Natural Resources
and Open Space
Residential
Neighborhoods
Transit
Colma Creek flows in a westeast direction through the city from its origin on San Bruno
Mountain to its terminus in the
San Francisco Bay.

The Bay Trail is a planned 500-mile walking
and cycling path around the San Francisco
Bay, connecting parks, open spaces, schools,
transit and to each other. The section of the
Trail is adjacent to both industrial and biotech
districts, has views of the Bay and San Francisco
International Airport, and connects Brisbane
Lagoon to the San Bruno Canal.

South San Francisco’s recently
updated Caltrain station provides
daily connections south to San Jose
and north to San Francisco, and is
directly accessible to Downtown
and to the East of 101 areas.
1 Figure 2:

Local Context
Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). 1 2
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OUR STORY
2 18 19
Sphere of Influence and Sub-Areas
While the citywide policies in the General Plan are expected to be applied throughout all of South San Francisco, many local interventions and actions are needed on a smaller scale to address issues and concerns unique to certain neighborhoods. The General Plan augments citywide goals and policies and provides policies and implementation actions specific to South San Francisco’s unique sub-areas. The sub-areas are referenced throughout the General Plan, and the Sub-Areas Element establishes a detailed range of policies related to housing, employment, public realm, connectivity, and more.

Sphere of Influence
In addition to the sub-areas, South San Francisco has two unincorporated areas within its Sphere of Influence (SOI). One area contains Ponderosa Elementary School and the privatelyowned California Golf Club of San Francisco. The other area is within the Avalon-Brentwood planning sub-area and is primarily made up of single-family housing. Both areas are a part of unincorporated San Mateo County.

The sub-areas include:

Figure 3:

Sphere of Influence
and Sub-Areas
East of 101 (3)
Avalon-Brentwood (5)
Downtown (1)
Lindenville (4)
Sunshine Gardens (9)
Orange Park (6)
Westborough (10)
Paradise Valley/Terrabay (7)
Winston Serra (11)
Sign Hill (8)
El Camino Real (2)
City Parks, Open Space, and Joint Facilities
1800’s
1890
1976
Present
1907
1950
1960
1908
1923
The land now known as South San Francisco was inhabited by the Ramaytush Ohlone people, specifically the Urebure Tribe who lived at the base of the San Bruno Mountain until the late eighteenth century, when Spanish settlers moved into their land.1 2 During the 1800s, the area was owned by the Mexican government, then divided into ranches mostly used for cattle grazing, dairy operations, stockyards, and packing plants.3
In 1890, the South San Francisco Land
and Improvement Company acquired
land in the area to develop a town
next to the packing plants.

With the completion of the Southern Pacific Railroad
between San Francisco and San Jose in 1907, South
San Francisco’s convenient transportation access
made it a prime location for industrial uses,
including steel manufacturing. The City of South San
Francisco incorporated in 1908, with industrial uses
located to the east of the Southern Pacific Railroad
and residences to the west in a grid pattern in the
Downtown area.

Population boomed during the first and second World Wars, leading to the federal government to build housing for
military personnel at Lindenville and other sites in the city.

In the 1950s, the city converted marshland in the East of 101 subarea into industrial land, reshaping the shoreline and providing opportunity for more industrial and oice growth.

A defining moment in the city’s history occurred in 1976, when Robert Swanson and Dr. Herbert Boyer founded Genentech, a company founded with the mission of using recombinant DNA technology to create medicine. This earned the City of South San Francisco a new nickname, “birthplace of biotechnology,” and attracted other biotechnology and pharmaceutical companies to the area.

Today, South San Francisco continues to be a place
where people, employers, and more can find
opportunities to thrive. As evidenced by South San
Francisco’s transition from a ranch to the “Industrial
City” to the “Birthplace of Biotechnology,” the city’s
identity has evolved significantly over time and will
continue to do so in perpetuity.

During the first half of the
twentieth century, steel
manufacturers, shipbuilders,
lumber companies, and other
industries began to call South San
Francisco home. The Chamber of
Commerce promoted local
business by declaring South San
Francisco “The Industrial City” and
building a large cement sign with
this nickname on Sign Hill in 1923.4
These developments were demolished
in the 1950s and eventually replaced
with single family housing and
industrial buildings. Residential and
industrial uses expanded in the 1950s,
1960s, and beyond.

Historical Context
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1. History of South San Francisco. (2019). City of South San Francisco. Retrieved From:
http://www.ssf.net/home/showdocument?id=128

2. “The Ramaytush Ohlone.” (2021). The Association of Ramaytush Ohlone. Retrieved From:
https://www.ramaytush.org/ramaytush-ohlone.html

3. City of South San Francisco General Plan. (1999). City of South San Francisco. Retrieved From:
http://www.ssf.net/home/showdocument?id=478

4. History. (2019). City of South San Francisco. Retrieved From:
http://www.ssf.net/our-City/about-south-san-francisco/history SHAPE SSF: 2040 GENERAL PLAN
OUR STORY 2
22 23

COMMUNITY PROFILE AND TRENDS
Demographic Trends
More than half of all South San Franciscans speak a
language other than English at home. Nearly a quarter
of the population speaks English less than very well.

Race/Ethnicity over Time
Hispanic/Latino (27%)
White (45%)
Asian or Pacific Islander (23%)
Other (1%)
Black or African American (4%)
1990
Hispanic/Latino (34%)
White (22%)
Asian or Pacific Islander (38%)
Other (4%)
Black or African American (2%)
2010
Hispanic/Latino (33%)
White (18%)
Asian or Pacific Islander (42%)
Other (5%)
Black or African American (2%)
2020
South San Francisco has undergone much change since the end of the 20th century. As South San Francisco has continued to grow, the demographic characteristics of the city’s residents have continued to evolve. The continued growth of jobs has boosted South San Francisco’s economy but has contributed to the city’s jobs-housing imbalance. This has led to housing affordability and displacement issues, in addition to more commuter traffic congestion. The risks associated with climate change hazards have also increased, with sea level rise posing the greatest risk to South San Francisco. These opportunities and trends helped to shape the General Plan.

Race/Ethnicity Over Time Languages Spoken at Home
As the city has continued to grow, the racial composition has evolved since 1990, with a majority Asian Pacific Islander and Latino population in 2020. The majority of Asian Pacific Islanders reside in the Westborough sub-area, while the majority of Latinos reside in the Downtown sub-area.

English Only 42%
Spanish 26%
Tagalog 13%
Mandarin or Cantonese 10%
Other Indo-European Languages 4%
Other Languages 3%
Other Asian and Pacific Island Languages 2%
42%
26%
13%
10%
4%
3% 2%
Since 1990, more people (families, multigenerational families, and non-families) are living together in a single household.

Community Health
Place, income, living conditions, race, and education are all significant contributing factors to the health and livelihood of a community and its individuals. In the county, White and Asian residents are likely to live 10 years longer than Black or Pacific Islanders.
0 10,000
1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2017 20,000
30,000
40,000
50,000
60,000
70,000
80,000
people live in
SSF as of 2017
stable youth
population:
growing older
population:
67,120
+1%
+69%
Population and Households
Educational Attainment Over Time Median Household Income in Relat 2,000
19,300
46,600
63,60067,120
English Only 42
Spanish 26%
Tagalog 13%
Mandarin or Ca
Other Indo-Eur
Other Languag
Other Asian and
Lang
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2017
1980
##%
##%
Some College
2017
1980
##%
##%
Master’s Degree
2017
1980
##%
##%
High School or Equivalent
2017
1980
2019
Income
Housing
2020
Income
Housing
2021
Income
Housing
##%
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Bachelor’s Degree
$##,###
$##,###
2017
1980
Population Growth
Since 1990, the city has seen a significant
increase in older adult population (age 60+)
and stable/decreasing youth population
(age 18 and under). Most children live near
downtown, and most older adults live in the
western side of the city.

Education Attainment
Rates of educational attainment have greatly
increased since 1990, but Pacific Islanders
and Latinos have the lowest high school
graduation rates (under 75%).
0 10,000
1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 20,000
30,000
40,000
50,000
60,000
70,000
80,000
2,000
19,300
46,600
63,600
66,100
South San Francisco
Population Growth
1910–2020
increase in
+11% household size
latino & pacific islander
high school graduation rate
75%
Sources: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates, Table B03002 Source: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates, Table C16001 Sources: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates, Table DP05; U.S. Census Bureau, 2020 Census Redistricting Data; U.S. Census Bureau, 2010 Census Redistricting Data Source: American Community Survey 5-year estimates
Source: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates, Table S1501 SHAPE SSF: 2040 GENERAL PLAN
OUR STORY 2
24 25
Economic Trends
South San Francisco continues to be a jobs-rich
community that attracts workers from across the region
to its unique mix of businesses.

Between 2009 and 2018, employment growth in South San
Francisco was primarily driven by jobs in biotechnology and logistics (warehousing and distribution) businesses. Jobs at businesses engaged in non-biotechnology manufacturing
declined during this period.

South San Francisco—the Birthplace of
Biotechnology—is booming. The economy is
anchored by a thriving biotech community,
which continues to grow. South San
Francisco is home to the largest biotech
cluster in the world, with over 200
biotech companies.

South San Francisco’s inventory of light industrial space is declining as the expansion of office/R&D space for biotechnology businesses drives reuse or redevelopment of existing industrial buildings. biotech companies
largest cluster in
the entire world!
200+
Genentech Lithotype
SPI Group
Housing Trends
Per the Regional Housing Need Allocations (RHNA), the City of South San Francisco must permit about 4,000 housing units between 2023 and 2031 at varying levels of affordability to meet this requirement and local housing needs.

Housing in Downtown Housing in Downtown
South San Francisco has historically provided relatively affordable housing and a diverse mix of housing for its residents. Although housing costs in South San Francisco are lower than San Mateo County overall, apartment rents and home sales prices are rapidly growing in the city and county.

Housing affordability challenges in South San Francisco were worsened by relatively slow growth of median household incomes in both the city and San Mateo County (from 2010-2017).

Over the past decade, San Mateo County’s jobs-housing imbalance has substantially worsened.

Between 2010 and 2015, the county added an estimated 72,000 jobs and 3,800 housing units, a ratio of 19 jobs for every new constructed residential unit. South San Francisco has approved approximately 12,000 jobs and 800 homes, which translates to 15 jobs per housing unit.

Between 2010 and 20
estimated 72,000 job
ratio of 19 jobs for ev
South San Francisco
12,000 jobs and 800 h
jobs per housing unit
Jobs
San Mateo County
Total Jobs per
housing unit: 19
Housing
Jobs
Housing
72,000
12,000
3,800
800
South San Francisco
Total Jobs per
housing unit: 15
Jobs
San Mateo County
Total Jobs per
housing unit: 19
Housing
Jobs
Housing
72,000
12,000
3,800
800
South San Francisco
Total Jobs per
housing unit: 15
Source: US Census Longitudinal Employer-Household Dynamics (LEHD). Housing: SSF Parcel data San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
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Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
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! ! !
!
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City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
BART
Highway
Arterial Roads
Local Roads
City Parks and Joint Facilities
Context Parks
Waterbody
Streams Sources: Adapting to Rising Tides (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). 100-year Flood Zones
52 Inches (100-year flood + 2040 sea level rise)
77 Inches (100-year flood + 2100 sea level rise)
Navigable
Slough
Sea Level Rise Risk
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Mobility Trends
Most trips in South San Francisco are made in a car. However, many employees who work in South San Francisco get to
work by riding transit or walking, with BART and SamTrans being the most popular transit services in the City.

Non-auto options are important for residents who do not have access to a car as well as for residents who would like to drive less frequently or use another mode.

SamTrans Bus on Grand Ave.

South San Francisco BART Station
The city is uniquely positioned to capitalize on transportation improvements that may help reshape travel patterns for residents and employees, including expansions of Caltrain, SamTrans, and ferry service along with the introduction of high occupancy toll lanes on U.S.-101.

The regional jobs-housing imbalance not only has socioeconomic effects related to housing affordability and gentrification, but also significant transportation effects associated with longer commutes, increased regional traffic congestion, and growing greenhouse gas emissions. samTrans
Climate Change
Both gradual climate change (like sea level rise) and
hazard events (such as heat waves) can expose people,
infrastructure, economy, building and property, and
ecosystems to a wide range of stress-inducing and
hazardous situations. These hazards and their impacts
are likely to disproportionately affect the most sensitive populations in the city.
38% Water Level Drop of Lake Oroville, Memorial Day 2021 Source: "Boats on Lake Oroville" by Frank Schulenburg, licensed under CC BY-SA 4.0 King Tide Flooding of Oyster Point Marina
Sea levels may rise by as much as 3 feet by the end of the century. East of 101 and Lindenville will need to address sea level rise.
52 Inches (100-year flood
+ 2040 sea level rise)
Figure 4: Sea Level Rise Risk (2100 Mid-level Scenario) 77 Inches (100-year flood
+ 3ft sea level rise
100-year Flood Zones City of South San Francisco
BART Station
City Parks, Open Space,
& Joint Facilities
Caltrain Station
Arterial Road
Streams
Unincorporated
Area in City Sphere
BART
Caltrain
Local Road
Highway
Waterbody
Sources: Adapting to Rising Tides (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

SHAPE SSF: 2040 GENERAL PLAN 29
3 28

OUR CONVERSATION
CHAPTER 3
Our Conversation
3 PART I: OUR PLAN
Community Engagement
SHAPE SSF: 2040 GENERAL PLAN
OUR CONVERSATION 3
30 31

COMMUNITY ENGAGEMENT PROCESS
Throughout the General Plan Update process, the planning team conducted a variety of engagement activities that included public workshops, neighborhood meetings, pop-up events, focus groups, and commission and committee meetings. Due to the COVID-19 pandemic occurring midway through the planning process, community engagement events shifted to online meeting platforms and used the interactive surveys and features of the project website. Whenever possible, meetings and materials were available in a bilingual (Spanish/ English) format. The following is a summary of the outreach activities.

Community Advisory Committee
(CAC)
The City formed a CAC to provide high-level feedback on the project issues; the vision and guiding principles; land use and transportation alternatives; and climate adaptation, economic development, social equity, and other key policy topics. The CAC also serves as a sounding board for public engagement. To dive deeper into key topics, CAC Community Forums examined emerging themes that could shape the future of South San Francisco. Forums covered topics, including climate adaptation, economic development, housing, and transportation.

The forums brought local and regional experts together with CAC and community members to share insights and answer questions related to the latest trends impacting the city.

CAC Meeting on Housing and Displacement
Community Meetings
Community Workshops
Interactive workshops were held throughout the city that were planned around the key phases of the planning process, primarily the visioning, alternatives, and policy framework phases. Activities included mapping exercises and real-time balloting to equally gather input from every workshop participant.

Pop-Up Meetings
To meet with community members at times and locations convenient for everyone, “pop-up” workshops or “intercept” meetings were held at popular locations and well-attended events in South San Francisco.

Accessible materials were prepared for three distinct pop-up workshops during the visioning, alternatives, and draft plan phases of the project.

Neighborhood Meetings
Meetings were held in neighborhoods throughout the city to provide an overview of the planning process, increase awareness about outreach activities and citywide workshops, and discuss key issues and new opportunities within the neighborhood. In total, nine in person and five virtual neighborhood meetings were held.

Community Workshop
Library Pop-Up Event
Downtown Neighborhood Meeting
Mapping Activity at Community Workshop
Concert in the Park Pop-Up Event
Preferred Alternative Miro Board
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Community Surveys
Community surveys were conducted in most phases of the planning process, either as live polling questions in workshops or through the project website.

The Community Visioning Survey (available on the website from December 2019 to February 2020 in English and Spanish) gathered community members’ feedback on the visioning themes and guiding principles, where they desire change and improvement (e.g., amenities, circulation improvements, and location of new land uses), and their big ideas for the city.

Five Land Use Alternatives Surveys (available on the website from July to August 2020 in English and Spanish) asked participants to review and provide feedback on the draft vision statement, guiding policies, and proposed land use alternatives for the whole city and four sub-areas (Downtown, El Camino, East of 101, and Lindenville).

The third Community Workshop (October 20, 2020) focused on reviewing the preferred land use alternative maps that reflected feedback gathered in the summer alternatives surveys. Meeting participants provided input through a live poll and survey that allowed participants to annotate the land use plan with their feedback.

Ten Policy Framework documents were developed by the General Plan Update team as an interim step in the planning process before drafting the elements (or chapters). Each document is centered on a specific topic and highlights key outcomes, performance metrics and policies for the public to review. The Frameworks were available on the project website throughout the spring of 2021, where community members could annotate the documents with their feedback. These policy frameworks were introduced through ten virtual meetings and short videos.

Survey Results from Land Use/Neighborhoods Community Conversation Excerpt From Land Use Community Conversation—East of 101 #001
Posted by Diana Benitez on 03/12/2021 at 8:24pm [Comment ID: 1565] - Link Type: Suggestion
Agree: 1, Disagree: 0
I agree, but think we should do more.

Reply by Lina on 03/12/2021 at 8:25pm [Comment ID: 1566] - Link Type: Suggestion
Agree: 1, Disagree: 0
No, this policy is more than enough for commercial areas. #002
Posted by Diane Stokes on 04/13/2021 at 6:33pm [Comment ID: 1985] - Link Type: Suggestion
Agree: 0, Disagree: 0
Chestnut and Grand. Small green patch of grass. Does the city own it? If so, can you have the bench or a new bench face the grass and not the street. #003
Posted by Cooper Blauck on 04/14/2021 at 7:09pm [Comment ID: 1995] - Link Type: Suggestion
Agree: 0, Disagree: 0
The problem is that City Hall tends to forget all us small business people here in SSF - the city tends to put a lot of its own issues onto small business to fix. We are not a business friendly city.
#004
Posted by Anonymous on 04/16/2021 at 3:23am [Comment ID: 2021] - Link Type: Suggestion
Agree: 0, Disagree: 0
It is essential to focus on flood protection to protect homes and other buildings. Further, flooding caused by construction changes would cause home and business insurance prices to soar and taxes to increase due to FEMA flood zone changes. #005
Posted by Cooper Blauck on 04/14/2021 at 7:06pm [Comment ID: 1992] - Link Type: Suggestion
Agree: 1, Disagree: 0
More housing in SSF? Seriously? Downtown is already a congested mess and the city keeps adding more and more housing. Where are all these cars supposed to go? From someone who grew up on SSF (and still lives here) the development has been a distaste.

SSFGPU_LUFramework_2021_0311_clean.pdf Page 2 Printed 08/05/2021 #009
Posted by Judy Luk on 04/15/2021 at 6:56pm [Comment ID: 2005] - Link Agree: 2, Disagree: 0
I agree the RHNA requirements are not realistic.

From reading through this document, it seems the only places with potential for building a more realistic number of affordable housing units are Lindenville and East 101.

However, a really dedicated focus will be needed to insure the units built are actually affordable to lower-income residents and essential workers in our community, and developers have not hijacked the process to build what suits them. #010
Posted by Diane Stokes on 04/13/2021 at 6:42pm [Comment ID: 1987] - Link Agree: 1, Disagree: -1
Energy efficient design? Stacking people on top of each other throughout a city is bad for mental and physical health(especially for those who didn't want the building craze), not to mention the dirt and debris build up. All those appliances and utilities being used will surely show us glowing up in space. And then the carbon ! Where is the infrastructure for all these buildings???
#011
Posted by Rich Garbarino on 04/08/2021 at 6:48pm [Comment ID: 1957] - Link Agree: 1, Disagree: -7
RHNA numbers are not realistic. Where are these units to be built? East of 101/Lindenville can only accommodate a portion of housing units. Rezoning R1 areas to add ADU’s, 4plex/duplex will not necessarily create affordable housing...building costs too high to rent out at BMR rates and recover investment costs. The legislature has to realize that more than 50% of the county is dedicated open space. The state needs to restore RDA to create funding to build affordable housing.

Reply by Old Town Citizen Group on 04/21/2021 at 11:05pm [Comment ID:
2033] - Link
Type: Question
Agree: 4, Disagree: 0
Why only mention East of 101/Lindenville?
Why not mention empty lots along El Camino and near both SB & SSF BART, where it is practical and in need of upgrading, along with bringing in grocery/retail service stores?
Affordability should be a consideration for ALL residents throughout EVERY neighborhood in SSF.

Why wasn't affordable housing required for Cadence(s) on Airport? There should be no difference for any teacher, young family, or recent graduate, for example, in being able to afford to rent/own throughout all of SSF.

SSFGPU_LUFramework_2021_0311_clean.pdf Page 5 Printed 08/05/2021 Small Group Input: Stakeholder Interviews
and Focus Group Meetings
Meetings were held with representatives of a range of community groups, business leaders, advocacy organizations and community leaders early in the engagement process to help identify key assets and opportunities. To ensure that multiple perspectives are represented, specific focus group meetings were held with community members that represent a range of socio-demographic backgrounds, including youth, the Spanish speaking populations, and other groups not traditionally involved in General Plan processes. The meetings were facilitated in English, Spanish, Chinese, or other languages as needed.

City Council and Planning Commission Updates
The City Council and Planning Commission received periodic updates on the General Plan Update.

Additionally, meetings and joint study sessions were held with the City Council, the Planning Commission, and various Committees throughout the planning process at key phases to gather input and provide direction.

Shape SSF Website: shapessf.com
Used throughout the engagement process, the project website connected community members to project updates and deliverables, upcoming events, and meeting summaries. The site included an interactive component to encourage the community to share their stories and complete surveys or provide feedback through interactive activities. The website will continue to be used as a Digital General Plan that is interactive and accessible to the public.

Mapping Activity at Community Workshop
Shapessf.com Landing Page
SHAPE SSF: 2040 GENERAL PLAN
4 34 35

OUR PLAN
CHAPTER 4
Our Plan 4
PART I: OUR PLAN
What is a General Plan?
Planning
Process
SHAPE SSF: 2040 GENERAL PLAN

OUR PLAN
4 36 37
WHAT IS A GENERAL PLAN?
The City of South San Francisco embarked on a comprehensive update to the SSF General Plan, titled “Shape SSF 2040.” Shape SSF 2040 is a forward-looking blueprint for the city’s vision through the year 2040. The goals, policies, and actions in Shape SSF 2040 serve as a compass for decision-makers and shape future plans, ordinances, and initiatives of the City.

The South San Francisco 2040 General Plan informs and is implemented by the City’s various ordinances, specific plans, programs, and ongoing activities. It sets overall City policy and priorities for how to use and manage its physical, social, and economic resources. Developed through an extensive public involvement process, and through analysis and review by community advisory boards and commissions, City staff, and elected officials, it documents a shared vision for the future and sets the policies and programs to achieve that vision.

The General Plan also informs community members
of the ground rules that guide physical and social
development within our community.

Residents
South San Francisco residents use the General Plan to understand the community vision regarding how, when, and where the city should develop and change as a place to live, to work, and to invest.

Business Owners
Businesses use the General Plan to
understand economic development
priorities and available resources.

Developers
Developers use the General Plan to
understand the City’s development needs,
preferences, and physical parameters.

Statutory Requirements
A General Plan is a city policy document required by State law (Government Code Section 65300-65303.4) that provides a “long term, comprehensive, integrated, internally consistent and compatible statement” of goals and policies that reflect local conditions and community vision. Within this general requirement, some aspects of the general plan are tightly prescribed, while others are left to the discretion of individual cities or counties. State law also allows for the inclusion of optional “elements” and organization of the elements to “accommodate local conditions and circumstances” (Gov’t Code § 65300.7), subject to the City’s discretion. This General Plan addresses the following additional topics: community design; mobility; parks; community health; resilience; community services; economic development; and climate protection.

In sum, the general plan: • Must set forth a “statement of development policies” that includes “objectives, principles, standards, and plan proposals,” and must include eight mandatory elements – land use, circulation, housing, conservation, environmental justice, open space, noise, and safety – as well as any optional elements the City chooses. (Gov’t Code § 65302). • Must be an “internally consistent and compatible statements of policies.” (Gov’t Code § 65300.5).
• “. . . may include any other subjects which, in the judgment of the legislative body, relate to the physical development of the county or city.” (Gov’t Code § 65303).
• Should “accommodate local conditions and circumstances” (Gov’t Code § 65300.7)
• “. . .may be adopted in any format deemed appropriate or convenient by the legislative body, including the combining of elements,” provided it meets other minimum requirements (Gov’t Code § 65301).

Housing in Paradise Valley/Terrabay
SHAPE SSF: 2040 GENERAL PLAN
OUR PLAN 4
38 39

PLANNING PROCESS
The General Plan process is made up of five stages that began in 2019 and ended in 2022. The process is incremental in that each phase informs the work done within the following stage.

Existing Conditions
(Summer, 2019):

In this initial phase of the planning process, the General Plan Update team assessed the current conditions
and policies of South San Francisco to gain a greater
understanding of the city’s key issues, community
assets, and future opportunities and trends.

Listening and Visioning
(Spring 2019–Spring 2020):

Community input through workshops, stakeholder interviews, and focus groups lead the development of a long-term Vision, Core Values, and Guiding Principles for the General Plan. All the policies and programs within the General Plan are guided by these three features.

Community Workshop in Spanish
Downtown Vision Concept (Photo from Downtown Station
Area Specific Plan, Dyett and Bhatia)
Alternatives (Summer–Fall 2020):

In this stage, different land use and transportation development alternatives were created for the community to assess the trade-offs between different future growth patterns in South San Francisco and to identify which alternative best meets the community’s Vision. Through a series of community meetings evaluating three alternatives, the planning team finalized a preferred alternative in November 2020. This process also informed the development of the Final Preferred Land Use Plan.

Review + Adopt
(Winter 2021–Summer 2022):

The last stage of the planning process includes the publishing of the Public Review draft of the General Plan for City Council, Planning Commission, and community review. Additionally, an Environmental Impact Report (EIR) is prepared and published to evaluate the potential impact of the General Plan. This phase also includes preparing and publishing updates to the City’s Zoning Code and revising the City’s Climate Action Plan.

Once all these documents are reviewed and adopted, the final South San Francisco General Plan is released!
Policy Development (Fall 2020–Fall 2021):

Goals, policies, and implementation actions for all chapters of the General Plan were developed by the planning team and presented as Policy Frameworks. These Policy Frameworks were introduced through ten virtual meetings and short videos and were then posted on the project website to gather public feedback that shape the development of the final version of these policies, goals, and actions.

Westborough Sub-Area Meeting
SHAPE SSF: 2040 GENERAL PLAN

OUR PLAN
4 40 41

HOW TO USE THE GENERAL PLAN

SHAPE SSF
SHAPE SSF 2040 GENER 2040 GENERAL PLAN
2040

GENERAL
PLAN
Released January 2022
City of South San Francisco

KEY TERMS FOCUSED ON
THROUGHOUT THE CHAPTER.

TARGETS AND KEY PERFORMANCE METRICS
Targets are defined as the level of performance to
measure goal implementation. The key performance
indicators are the specific data used to measure progress.

Key Performance Indicator: Low-income food insecurity
GOALS
Goals: Goals are statements describing the
envisioned end state for the community.

Goals are broad in both purpose and aim
but are designed specifically to establish
directions and outcomes.

The following is an example of a goal:
"South San Francisco is a leader in promoting
healthy communities through collaboration,
prevention, and education"

POLICIES THAT CORRESPOND TO THE GOAL
LISTED ABOVE.

Policies: Policies are specific position
statements that support the achievement
of goals and serve as guides to the City
Council, Planning Commission, other City
commissions and boards, and City staff
when reviewing development proposals
and making other decisions. Policies
seek to achieve the goals by mandating,
encouraging, or permitting certain
actions. Language used to describe this
intent includes require, conduct, maintain,
and implement.

The following is an example of a policy:
"Collaborate with San Mateo County
Health to share health-related data."
GOAL

POLICY THAT CORRESPONDS TO THE GOAL

AND IMPLEMENTATION ACTION(S)

IMPLEMENTATION ACTIONS THAT
CORRESPOND TO THE LISTED POLICY.

Implementation Measure/Action:

Implementation is a specific program
or strategy to carry out a policy and
fulfill a goal. Implementation actions
may be ongoing or new and include
identified timelines and responsible
City departments. Some actions are
foundational, with other future actions
dependent on their implementation.

The following is an example of an
implementation action:
"Action CHEJ-1.1.2: County health
partnerships. Continue to work with San
Mateo County and healthcare service
providers to educate residents..."
PRIORITY LEVEL THAT’S GIVEN TO THE
SPECIFIC IMPLEMENTATION ACTION.

DEPARTMENT RESPONSIBLE FOR SPECIFIC

IMPLEMENTATION ACTION
Target: Decrease the percentage of adults who are
low-income food insecure
SHAPE SSF: 2040 GENERAL PLAN
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42 43
Our Place contains elements that focus on the built environment of South San Francisco. It includes the following chapters:

Chapter 5: Land Use and Community Design—The Land Use and Community Design Element establishes the citywide pattern, scale, and character of residential, office, industrial, retail and services, recreation, public, and all other land uses throughout the City of South San Francisco.

Chapter 6: Sub-Areas—The Sub-Areas Element augments citywide goals and policies and provides policies and implementation actions specific to South San Francisco’s unique sub-areas. The Element establishes a detailed range of policies related to housing, employment, public realm, connectivity, and more.

Chapter 7: Housing—The Housing Element is the primary planning guide to meet the current and future housing needs of everyone in South San Francisco. It outlines goals, policies, and programs to meet these needs while balancing other community objectives and resources. Housing Elements are intended to support various housing types for all income groups, help develop lower and moderateincome housing, remove constraints to housing, conserve and improve existing housing, and promote fair housing opportunities.

Chapter 8: A Prosperous Economy For All—The Economic Development Element contains policies and actions to support the local economy by retaining and growing thriving sectors, expanding in emerging industries, supporting small local businesses, and creating pathways to economic opportunity to the city’s residents.

Chapter 9: Mobility and Access—The Multimodal Mobility Element improves the mobility of people throughout the city. The Mobility Element establishes the transportation framework for active transportation (walking and biking), transit ridership, and auto travel.

Chapter 10: Abundant and Accessible Parks and Recreation—As the city grows and the recreational needs of its residents evolve, the policies and actions within this element protect the spaces and services the community already enjoys while expanding the breadth of service of the City’s parks, trails, and recreation services.

GENERAL PLAN ORGANIZATION
South San Francisco’s General Plan elements are grouped into four overarching parts: Our Place, Our People, Our Environment, and Our Plan to Get There. Each part contains State required elements and optional elements/topics.

Our Place is designated by the color yellow. All elements within Our Place use it as their color theme.

Our People is designated by a navy blue. All elements within Our People use it as their color theme.

Our Environment is designated by a royal blue. All elements within Our Environment use it as their color theme.

Our Plan to Get There is designated by the color turquoise.

Bay Trail
Our People contains elements that focus on the safety
and well-being of the people of South San Francisco. It includes the following chapters:

Chapter 11: Equitable Community Services—By equitably planning and prioritizing growth for the future, the City can ensure that all residents have the opportunity to thrive. This General Plan applies an equity lens in all elements and, specifically, this Equitable Community Services Element provides the opportunity to address the underlying causes of inequities through topics, such as community engagement, racial equity implementation, and prioritizing amenities and services in disadvantaged communities.

Chapter 12: Community Health and Environmental Justice—The City’s physical, social, and economic environments combine to make specific individuals and communities face a disproportionate burden of environmental pollution yet also have access to fewer of the city’s existing health-promoting assets. This Element includes goals and policies that address existing community health concerns as well as approaches to managing new development to prevent future health and environmental justice issues.

Chapter 13: Community Resilience—Both gradual climate change and acute hazard events can expose people, infrastructure, transportation, buildings and property, and ecosystems to a wide range of stressors.

This Element includes goals and policies that will proactively advance community resilience, preparing the community for all hazards, including climate disruption, while ensuring a high-quality response and recovery from future disasters.

Our Environment contains elements that focus on the natural environment and environmental aspects that affect South San Francisco’s natural environment. It includes the following chapters:

Chapter 14: Climate Protection—To avoid catastrophic climate change impacts, the City affirms its commitment to combat climate change and continues to take action to attain State greenhouse gas reduction targets. The Climate Protection Element includes comprehensive approaches to reduce greenhouse gases through clean and active transportation systems, fossil-fuel free energy systems, decarbonized buildings, and zero waste solutions.

Chapter 15: Environmental and Cultural Stewardship—As South San Francisco grows, the City will foster urban ecology in South San Francisco through open space planning and connectivity, habitat diversity, urban forestry, planting and vegetation, and land and vegetation management. Additionally, the City will protect important cultural resources, including historic architectural, tribal cultural, and archaeological resources through identification, preservation, and education initiatives.

Chapter 16: Noise—The Noise Element ensures compliance with State requirements and promotes a program of achieving acceptable noise levels throughout South San Francisco.

Our Plan to Get There summarizes the implementation actions to achieve the vision and critical goals of the General Plan. It outlines an approach to annually review General Plan implementation and track and monitor process through the online data dashboards.

SHAPE SSF: 2040 GENERAL PLAN

LAND USE AND COMMUNITY DESIGN
5 44 45
CHAPTER 5
Land Use and
Community Design 5
PART II: OUR PLACE
45 Community Design
Housing
South City Shuttle
SHAPE SSF: 2040 GENERAL PLAN

LAND USE AND COMMUNITY DESIGN
5 46 47
South San Francisco has a strong local economy that
offers a diversity of employment opportunities for
current and future residents and enhances the fiscal
sustainability of the City.

There is a diverse supply of housing types affordable to different income levels and household compositions that promote a high quality of life for all residents.

South San Francisco is an attractive community with a
public realm that fosters activity and social interaction and celebrates South San Francisco's history and culture.

There are amenities available throughout the city that
enhance the quality of life and enjoyment of residents, employees, and visitors.

Residents have convenient and equitable access to
services, jobs, public facilities, and transportation
infrastructure throughout the city.

A sustainable and resilient built environment promotes
equity and positive health outcomes.

WHERE WE WANT TO BE IN THE FUTURE Contextually-Relevant Architecture in Downtown

PERFORMANCE METRIC
Housing near transit
Target:

Increase the number of housing
units within a half-mile radius
of BART and Caltrain stations
and other high-quality public
transit service

PERFORMANCE METRIC
Building square footage
of industrial, research and
development (R&D), and office
uses.

Target:

All residences are within a
complete neighborhood

PERFORMANCE METRIC
Building square footage
of industrial, research and
development (R&D), and
office uses.

Target:

Stable or increasing supply of
building square footage
for employment uses
123
How Our Plan Gets Us There
The Land Use and Community Design Element
establishes the citywide pattern, scale, and character of residential, office, industrial, research and development (R&D), retail and services, recreation, public, and
all other land uses throughout the City of South San
Francisco through the 2040 General Plan horizon.

It anticipates and aims to preserve and grow a range of housing types for different income levels throughout the city, to ensure that all people in all stages of life, present and future, have opportunities to live affordably in South San Francisco. The Land Use and Community Design Element
simultaneously supports existing commercial, industrial, and R&D land uses and provides opportunities for new
industries in a manner that is compatible with city character and minimizes impacts on residents. Finally, the Land Use and Community Design Element provides guidance to create a pedestrian-friendly public realm – including sidewalks, streets, and other public spaces – that simultaneously
beautify the community and help improve pedestrian,
bicycle, and transit connectivity throughout the city.

Performance Metrics Refer to page 81 to view a full list of Performance Metrics for this chapter. 2021 DATA:
1,498 DWELLING UNITS WITHIN 10 MINS.
(HALF MILE) TO HIGH QUALITY TRANSIT.

PERCENT OF POPULATION WITHIN
COMPLETE NEIGHBORHOODS:
86% OF POPULATION
2021 DATA:
27,003,540 SQUARE FEET
SHAPE SSF: 2040 GENERAL PLAN

LAND USE AND COMMUNITY DESIGN
48 49

KEY ISSUES AND OPPORTUNITIES
The City of San Francisco has a diverse mix of land uses that provide opportunities to live, shop, work, and play (see Table 1 and Figure 5). Understanding how land is currently used in South San Francisco is important for understanding opportunities for preservation and future growth through the General Plan horizon year (2040). This section describes the existing pattern of land use and identifies issues
and opportunities for future uses to encourage a vibrant community where everyone can thrive.

Grand Ave. Downtown
Single-Family Housing
Residential
South San Francisco’s most common land use is residential, with single-family homes covering about 34% of land and multifamily housing covering about 6% of land (see Table 1). In fact, single-family residential is the dominant land use in all sub-areas except El Camino Real, Lindenville, and East of 101, meaning that there are distinct residential neighborhoods throughout most of the city.

While South San Francisco has historically been a place where people of all income levels can find a place to live, regional housing demand has driven up the prices of home ownership and rentals across the Bay Area in recent years, making it more challenging for people earning at or below the county’s median household income to establish and retain residency in South San Francisco. Residents in some areas of South San Francisco are particularly vulnerable to displacement; per the Health and Social Equity Existing Conditions Report prepared for this General Plan, the sub-areas of Downtown, Sign Hill, El Camino Real, and Sunshine Gardens are most at risk for gentrification. The Downtown sub-area is especially vulnerable to future gentrification and displacement due to its high percentage of low-income residents and people of color, high number of cost-burdened renters, high concentration of Naturally Occurring Affordable Housing (NOAH) units that are vulnerable to price or rent increases, and proximity to public transit and neighborhood amenities.

Table 1:

Existing Land Use (2019)
Type Acres Area %
Within City of South San Francisco 4,226.0 94.8
Residential 1,773.5 39.8
Single-family residential 1,506.5 33.8
Duplex/triplex/quadplex 66.5 1.5
Multifamily 183.4 4.1
Mobile home park 17.1 0.4
Commercial 250.4 5.6
Hotel 57.0 1.3
General retail/service 110.9 2.5
Auto retail 43.2 1.0
Food retail 32.9 0.7
Mixed use (commercial/residential) 6.5 0.1
Industrial and R&D 1,313.7 29.5
Office 190.0 4.3
R&D 322.1 7.2
Warehouse 639.5 14.4
Manufacturing/processing 162.1 3.6
Parks, Open Spaces, and Common Greens 442.4 9.9
Public and Institutional 292.9 6.6
Vacant 153.1 3.4
Within Sphere of Influence 230.0 5.2
Residential 41.4 0.9
Single-family residential 41.4 0.9
Parks, Open Spaces, and Common Greens 183.4 4.1
Golf Course 183.4 4.1
Civic and Institutional 4.7 0.1
Vacant 0.5 0.0
Grand Total 4,456.0 100.0
Notes:

1. Totals do not include utilities and transportation infrastructure.

2. Totals may not add due to rounding.
5 SHAPE SSF: 2040 GENERAL PLAN
LAND USE AND COMMUNITY DESIGN 5
50 51
Single Family Homes in Residential Neighborhood
Cadence Housing Development along Airport Blvd. Building in East of 101 Sub-Area Astrazeneca Campus The City of South San Francisco is committed to creating opportunities for everyone to live in South San Francisco, regardless of income. Per the draft 2023-2031 Regional Housing Needs Allocation (RHNA), the City of South San Francisco must permit a minimum of 3,950 housing units within this timeframe at varying levels of affordability to meet this requirement. In addition, the City must continue permitting new housing to comply with the 2023 - 2031 RHNA cycle as well as future RHNA cycles during the General Plan horizon year.

Opportunities and considerations related to growing South San Francisco’s housing stock include the following:

Community benefits
New development must create community benefits for both residents and employees.

Diverse housing types
A range of housing types for different income levels and household types must be produced to balance job and housing growth and distribute the potential impacts of future growth in the city.

Impacts of future growth
The City must consider the impacts of future growth, including potential displacement, on existing residents and be strategic about the amount and pace of growth.

Sustainability
The City must identify methods to make sure land use decisions and development promotes sustainability, such as creating complete neighborhoods and encouraging new development to incorporate energy-efficient design.

Industrial and Research and Development (R&D)
Considering that South San Francisco is the “Industrial City” and the “Birthplace of Biotechnology,” it is perhaps not surprising that industrial and R&D land uses are the second-most common land use (29.5% of land) in the city, after residential. Most industrial and R&D uses, which power South San Francisco’s economy and position the city as a global leader and worldwide hub of life science uses, are concentrated in the Lindenville and East of 101 sub-areas.

Although industrial development is a traditional strength of South San Francisco, R&D’s recent expansion, specifically, the enormous growth of the life sciences cluster, has created pressure to convert existing industrial land into other uses. Redevelopment of industrial properties could likely result in declining business diversity due to the loss of businesses engaged in production, distribution, and service and repair (PDR) activities.

These companies often provide jobs that pay above minimum wage for people without advanced degrees, so the loss of these businesses could decrease the amount of these types of employment opportunities for residents.

Additional opportunities and considerations for the General Plan, as related to industrial and R&D land uses, include but are not limited to the following:

Production, distribution, and
service and repair businesses
(PDR)
Retain businesses engaged
in production, distribution,
and service and repair, while
simultaneously continuing to
expand R&D uses.

Emerging technologies
Apply flexible design and land use
regulations that help incubate
emerging technologies.

Business diversity
Maintain business diversity to remain a world class life sciences destination and an economic engine for the region.

Job opportunities for all
Provide opportunities to connect jobs in South San Francisco to residents of all educational backgrounds and skills.

Protection from negative impacts
Ensure residents are protected from potential negative impacts of these uses, including noise, odors, and other forms of pollution.

Creative economy
Encourage creatives and creative industries, such as artists, publishers, digital technology companies, and designers, to thrive in South San Francisco by encouraging the use of industrial spaces for creatives and enhancing the vitality of arts and culture in South San Francisco.

South City Lumber and Supply
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La Tapatia
Retail Storefront
City Hall
Centennial Way Dog Park
Commercial
Commercial development, which includes hotels, office, retail, and personal services, is spread throughout South San Francisco and covers about 6% of land. El Camino Real, Airport Boulevard, Grand Avenue, and Linden Avenue have high concentrations of commercial land uses and are popular places to shop and dine. The city has a diverse mix of retail establishments and restaurants, and these include both chains and local businesses. Downtown in particular has a wide variety of culturally diverse small businesses, including businesses owned by local residents, that should be supported and preserved due to the valuable services and jobs they provide to the community.

Additional considerations to improve access to and promote commercial development in South San Francisco include:

Improved access to commercial centers
While South San Francisco has great business diversity, not all residents have convenient access to retail, restaurants, and services, meaning they must rely on cars to access daily necessities. It is important to find opportunities to ensure all residents have convenient access to commercial centers, either by allowing for diversity of land uses in some neighborhoods or by improving transportation connections to commercial centers.

E-commerce
The rise of e-commerce has created challenges for brick and mortar retail. In the future, the City may consider clustering retail in targeted areas, creating experiential opportunities in retail centers, and aligning retail growth with residential growth.

Civic
Parks, open spaces, and common greens (10% of land as of 2019) and civic/institutional land uses are distributed throughout South San Francisco for use of residents, employees, and visitors alike. Downtown has a high concentration of civic uses, including City government facilities at City Hall, the Annex and the Grand Avenue Public Library. Though public uses are covered in more detail in the Equitable Community Services Element and Abundant and Accessible Parks and Recreation Element, the Land Use Element covers the relative impact of population and employment growth on the distribution of these services and amenities.

Population and employment growth will create more demand for parks, recreational facilities, and public facilities, as well as improved infrastructure in areas expected to experience significant development through the General Plan horizon.

Opportunities and considerations for the General Plan, as related to civic land use, include but are not limited to the following:

The impact of growth on public facilities and services
The City will need to ensure future and existing residents are well-served by both new and existing public facilities, parks, and recreational facilities.

Park access in neighborhoods most in need
Seek new park and recreation funding opportunities for construction and maintenance that could help expand and improve access to parks and open spaces across the city, including in areas with lower park access, such as Downtown and Sunshine Gardens.

Infrastructure for development
The City will need to ensure areas that undergo residential development over the General Plan horizon are supported with adequate transportation and utility infrastructure as development occurs.

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Figure 5:

Existing Land Use (2019)
Multifamily Residential Vacant/Utilities/
Transportation Industrial
Single-Family Residential Mixed Use Open Space
Middle Residential Office, R&D, Biotech Parks and Common Areas Retail Services Public and Institutional
Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

City of South San Francisco
BART Station
Caltrain Station
Arterial Road
Unincorporated Area in City Sphere
BART
Caltrain Context Parks
Local Road
Ferry Terminal Station
Highway
Waterbody
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COMMUNITY DESIGN
Community design refers to what somebody sees and
experiences when spending time in South San Francisco’s streets, commercial districts, and public spaces. Community design is impacted by a few factors, including landscaping and tree canopy; public art; the location, scale, and
architectural character of homes, stores, parks, offices, and other spaces; and how easily one can travel between destinations. Quality community design can enhance one’s quality of life. Beautiful, well-designed, pedestrian-scale buildings, streets, and public spaces can increase one’s pride in South San Francisco, improve community safety, strengthen connections to local arts and culture, and
make South San Francisco a more attractive place to live, visit, and work. The City has several planning documents that provide design guidelines for development in the city, including the SSF BART Transit Village Plan (2001), the South El Camino Real Area Design Guidelines (2010), the El Camino Real/Chestnut Avenue Area Plan (2011), and the South San Francisco Downtown Station Area Specific Plan (2015).

Community design is impacted by the character and age of buildings, as well as their interaction with the surrounding environment. Building design and character in South San Francisco varies greatly by neighborhood.

For instance, Downtown features two historic retail corridors, Grand Avenue and Linden Avenue, where a variety of historic structures and land uses contribute to the creation of
memorable corridors with diverse architectural styles.

In East of 101, on the other hand, building character is significantly different, as there is a high concentration of large office and R&D buildings built after 2000 that are set far back from the street. The result is often a lack of connection and cohesion between buildings and sidewalks, that further discourages pedestrian activity or connections.

Key components of quality building design include using sustainable, long-lasting building materials, orienting buildings towards streets to create inviting spaces, and designing buildings to reflect local history. The General Plan seeks to facilitate building design that creates walkable and inviting spaces, such as locating parking behind buildings, allowing for outdoor plazas and dining, and locating building frontages in close proximity to the sidewalk edge, where appropriate.

Accessibility, connectivity, and the quality of the pedestrian environment are important characteristics of community design. Walkable neighborhoods often enjoy economic benefits, including higher property values, increased private investment, and tourism. Residents in walkable neighborhoods typically engage in more physical activity than residents in neighborhoods with low walkability, which leads to improved public health outcomes. The General Plan seeks to improve pedestrian connections throughout the community, as well as bicycle and public transit connections, to ensure South San Francisco is an accessible, connected community for all. A major opportunity to improve connectivity is a potential Colma Creek restoration project, which would transform the Creek into a public amenity that many can use and enjoy. Streets throughout the city, including Linden Avenue and Grand Avenue, can also become more vivid and inviting places for pedestrians via improvements to the public realm. Public realm improvements on these streets and others could include integration of public art and programming in public spaces, providing street amenities, including lighting and benches, and incorporating landscaping and street trees. These improvements can simultaneously beautify the community and make South San Francisco a more desirable place to walk.

Building Frontage Close to Sidewalk Edge
Grand Ave.

One and Two Tower Pl.

The State Building on Linden Ave.

Gateway Business Park
(Top) Outdoor Dining, (Bottom) Accessible Crosswalk
Street View on the Corner of Grand Ave. and Spruce Ave. !
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General Plan Land Use
See enlarged version on following spread.

Biotech Office Under Development in East of 101 Sub-Area Colma Creek in East of 101Sub-Area
The General Plan Land Use map (Figure 6) shows the
location and the intended use of each parcel of land in South San Francisco. The land use map is a graphic representation of the land use policies contained within the General Plan Land Use and Community Design Element. Each parcel is
given a land use designation, which provides a vision of a parcel’s intended use or uses.

Citywide Land Use Vision
The General Plan land use map and policies identify opportunities to develop and preserve housing, employment, parks, and more across the city.

Specifically, the General Plan Land Use and Community Design Element creates a land use scheme that aims to:
• Maintain industrial uses in Lindenville and East of 101 to: a) Preserve the “Industrial City” heritage, b) Retain a base of above minimum wage paying jobs that match skillsets of residents and c) Maintain small and diverse businesses critical for a thriving economy. • Retain life science uses that will ensure South San Francisco will remain a world class life sciences destination and an economic engine for the region
• Create new, vibrant residential neighborhoods in East of 101 and Lindenville, ensuring appropriate City services, amenities, and retail to support new residential growth • Produce a range of housing types for different income levels and household types across the city to balance job and housing growth and distribute the potential impacts of future growth • Celebrate the history, culture, and diversity of the Downtown and its residents and maintain Downtown as the heart of the community by: a) Retaining small, culturally diverse businesses, b) Protecting existing Downtown residents from the impacts of neighborhood displacement, and c) Creating programming for arts and cultural resources
• Transform Colma Creek into a public amenity that manages flooding and sea level rise, restores ecology, increases public access, and improves public access to the San Francisco Bay and Bay Trail • Consider the impacts of future growth, including potential displacement and traffic impacts, on existing residents and business, being strategic about the amount and pace of growth • Improve bike, pedestrian, and public transit connectivity throughout the city Given availability of vacant land, market conditions, and the community’s desire for change or preservation in respective parts of the city, most land use changes in this General Plan update are focused in four sub-areas: Downtown, East of 101, El Camino Real, and Lindenville. For more details on policies relative to each planning sub-area, including the sub-areas not expected to undergo significant change, reference the Sub-Areas Element.

GENERAL PLAN LAND USE
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Figure 6:

General Plan Land Use
Medium High
Density Residential
Business Technology
Park High Grand Avenue Core
Medium Density Mixed Use
High Density Mixed Use
East of 101 Mixed Use
San Mateo County
Low Density Residential
Low Density Residential
Business and
Professional Office Low Density Mixed Use
Downtown Residential Core
Transportation
Transportation
School Open Space
Medium Density Residential
Business Technology Park
Community Commercial
Mixed Industrial
Mixed Industrial High
Industrial Transition Zone
Oyster Point
Coastal Commercial
Lindenville
Neighborhood Center
Urban Residential
High Density Residential
Planned Development Public Parks and Recreation
Downtown Transit Core
East of 101 Transit Core
City of South San Francisco
Context Parks
Waterbody
Residential
Civic/Other
Mixed Use Non-Residential
Streams
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1 2
3 4
Residential: Residential designations define the predominantly residential areas of the city and range from single family homes to multifamily housing.

NonResidential: Nonresidential designations provide locations for commercial, office, industrial, and R&D uses.

Mixed Use: Mixed use designations provide areas for a range of residential or commercial uses in vertical or horizontal patterns.

Civic: Civic designations identify a range of public facilities such as schools, parks, and government facilities.

Floor Area Ratio (FAR)
1:1 Ratio
1 Story
(100% Lot Coverage)
2 Stories
(50% Lot Coverage)
4 Stories
(25% Lot Coverage)
Floor Area Ratio (FAR). The development intensity of buildings can be measured through floor area ratio (FAR), which divides gross building area by lot area. A higher FAR indicates greater development intensity, or greater building height and/or lot coverage.

Table 2:

General Plan Land Use Designations Land Use Designations The General Plan includes over 30 land use designations, described in Table 2 and mapped in the General Plan Land Use Map (Figure 6). The land use designations and locations are compatible with the zoning districts found in the updated Zoning Ordinance. For each land use designation, the uses allowed and the standards for development intensity (dwelling units per acre for residential development and floor area ratio (FAR) for nonresidential development) are specified.

There are four broad categories of land use designations:

While the General Plan land use designations are broad, the zoning districts include specific allowances and prohibitions of uses (including conditional uses), dimensional requirements such as building setbacks, parking standards, and building heights. Land use designations and zoning districts must be compatible but need not be identical.

Land Use Designation Description Example
Residential
Low Density Residential Detached, single-family residential development (maximum residential densities up to 8 dwelling units per acre (du/ac)
Medium Density Residential Attached or detached single-family housing, duplexes, triplexes, fourplexes, townhouses, condominiums (maximum residential densities up to 22 du/ac)
Medium-High Density
Residential
A mix of medium density residential development, including townhouses, condominiums, and apartment buildings (maximum residential densities up to 37.5 du/ac) High Density Residential A mix of residential development, including townhouses, condominiums, and apartment buildings (maximum residential densities up to 50 du/ac)
Downtown Residential A higher density mix of residential housing types, compatible in scale with adjacent Downtown residential districts (maximum residential densities up to 125 du/ac) Urban Residential A higher-density residential area with a variety of multifamily housing choices (maximum residential densities up to 180 du/ac)
San Mateo County Low
Density Residential Detached single-family housing on large parcels (maximum residential densities up to 2.2 du/ac) Zoning regulations must be within the range of the allowed intensity and uses found in the General Plan. Where the documents differ, the General Plan takes precedence. Note that the maximum density of any land use designation may be exceeded to complement General Plan Housing Element policy (in accordance with the density bonus provisions of Section 65915 of the California Government Code).

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Land Use Designation Description Example
Mixed Use
Low Density Mixed Use
Lower-scale, mixed use blending residential, commercial, and retail uses and public spaces serving both surrounding neighborhoods and visitors from nearby areas (minimum FAR from 1.5 up to 2.25 with community benefits; residential densities up to 60 du/ac)
Lindenville Neighborhood
Center
Neighborhood center with retail and commercial uses along the ground floor (minimum FAR from 2.0 up to 3.0 with community benefits; maximum residential densities up to 80 du/ac) Grand Avenue Core The historic retail center of the city (minimum FAR from 1.5 up to 4.0 with community benefits; maximum residential densities up to 100 du/ac)
Medium Density Mixed Use
A broad range of commercial, office, and residential uses and public spaces serving both surrounding neighborhoods and visitors from nearby areas (FAR from 0.5 up to 3.5 with community benefits, of which up to

0.5 FAR can be non-residential; maximum residential densities up to 120 du/ac) High Density Mixed Use
A walkable mixed-use area located in Lindenville and along the S El Camino corridor with a focus on mixed use (residential/commercial) and high-density multifamily development (FAR from 0.5 up to 4.5, of which up to 0.5 FAR can be non-residential if residential is provided onsite; maximum residential densities up to 180 du/ac) East of 101 Mixed Use
A walkable mixed-use area located adjacent to the East of 101 Transit Core with a focus on mixed use (residential/commercial), hotel, and high-density multifamily development (FAR from 0.5 up to 5.0 with community benefits, of which up to 0.5 FAR can be non-residential; maximum residential densities up to 200 du/ac)
Downtown Transit Core
A vibrant, mixed-use area located adjacent to the Caltrain Station that allows the highest intensities in the Downtown area (minimum FAR from 2.0 up to 8.0 with community benefits; maximum residential densities up to 180 du/ac)
East of 101 Transit Core
Transit-oriented community with a walkable street pattern and a vibrant mix of high-density multifamily and employment uses with supportive retail, services, and amenities (minimum FAR from 2.0 up to 8.0 with community benefits; maximum residential densities up to 120 du/ac to 200 du/ac) Land Use Designation Description Example
Non-Residential
Community Commercial Shopping centers and major commercial districts provide retail, services, hotels, and other amenities (FAR up to

0.5)
Oyster Point Coastal
Commercial
A mixed-use area that allows for office, hotel, and other commercial uses (FAR ranges from 0.5 up to 2.2 with community benefits). For additional information, refer to the Oyster Point Specific Plan report.

Business Technology Park Campus-like environments for corporate headquarters, research and development facilities, and offices (FAR ranges from 0.5 up to 1.0 with community benefits)
Business Technology
Park High
High-density corporate headquarters, research and development facilities, and offices (FAR ranges from 0.5 up to 2.0 with community benefits)
Business and Professional Office Administrative, financial, business, professional, medical, and public offices in locations proximate to BART or Caltrain stations (FAR ranges from 1.0 up to 2.5 with community benefits) Mixed Industrial
Industrial lands for a wide range of manufacturing, processing, general service, warehousing, storage and distribution, and service commercial uses (FAR ranges from 0.4 up to 1.0 with community benefits)
Mixed Industrial High High-density industrial lands for a wide range uses (FAR ranges from 0.4 up to 2.0 with community benefits)
Industrial Transition Zone A transition between a mixed-use area and high industrial area with a mix of residential and industrial uses (FAR ranges from 0.4 up to 3.5 with community benefits; residential densities up to 120 du/ac) Genentech Master Plan Private campus with corporate headquarters, research and development facilities and offices. For additional information, refer to the Genentech Campus Master Plan report.

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Growth Projections
Growth projections refer to the amount of development likely to be in place in the General Plan horizon year of 2040. Growth projections consist of existing development that will remain in 2040, as well as new development expected to occur between the date of General Plan adoption (2022) and 2040. These growth projections are based on an understanding of historic, current, and projected demographic and economic conditions in the city. Actual growth of the city through the year 2040 will be dependent on a variety of factors, including economic and demographic trends, developer interest, and potential hazards.

New development between now and 2040 will be consistent with regulations in the updated Zoning Ordinance. As much of the city is already built out and vacant parcels are few in number, most development will occur at sites that are currently developed and will undergo intensification or redevelopment.

Growth projections are shown in Table 3. Most employment and residential growth is anticipated in Lindenville and East of 101. Of the remaining sub-areas, Downtown and El Camino are projected to experience the most residential growth. All other sub-areas are expected to experience population growth attributable to residential infill, including accessory dwelling unit (ADU) development.

Table 3:

Estimated Growth Projections
Land Use Designation Description Example
Civic/Other
Planned Development Planned residential, mixed use, or non-residential development. Du/ac and FAR dependent on project.

Public Land reserved for public facilities, including government offices, the library, and the sewer treatment plant School Land reserved for school sites and facilities
Transportation Land for transportation uses, including regional rail lines like BART and Caltrain.

Parks and Recreation Parks, recreation complexes, public golf courses, and greenways.

Open Space Reserved land for natural and active open space uses, including sites slopes greater than 30%, sensitive habitats, wetlands, creeks, areas subject to flooding, and power transmission line corridors Note: Maximum residential densities not inclusive of Assembly Bill 2345 density bonus. 2018 2040 Projections Percent Change
Population 67,4001 107,200 59%
Housing units 21,2002 39,000 84%
Employment 52,6003 137,600 162%
Notes:

1. American Community Survey, 5-year estimates (2014-2019), Table DP05.

2. American Community Survey, 5-year estimates (2014-2019), Table B25001.

3. Source: U.S. Census LEHD, 2017; Strategic Economics, 2019 SHAPE SSF: 2040 GENERAL PLAN
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POLICY FRAMEWORK
Gateway Childcare Center in East of 101
GOAL LU-1: Create complete neighborhoods,
where residents can access most of their
everyday needs within a short walk, bike, or
transit trip.

INTENT:

To encourage residents to live healthy lifestyles, reduce dependence on automobiles, and bolster pedestrian
activity and community vibrancy by providing walkable
access to services and amenities.

Policy LU-1.1: Support mixed use activity centers.

Support a network of vibrant mixed use activity centers located throughout the city. Mixed use centers should
include business and services, housing, healthy food,
parks, and other gathering places.

Policy LU-1.2: Connectivity in complete
neighborhoods. Improve walk, bike, and accessibility
in complete neighborhoods.

Policy LU-1.3: Improve access to healthy foods.

Encourage development of community gardens,
allowing food “pop-ups” and mobile vendors
throughout the city, encouraging siting of grocery
stores and markets in areas where residents lack
convenient access to healthy food, and supporting and
expanding the South San Francisco Farmers’ Market.

Policy LU-1.4: Maintain and expand public facilities
and services. Maintain and expand public facilities
to better support the community, including schools,
libraries, utilities, and recreational spaces, particularly in neighborhoods lacking these resources. Seek
opportunities to co-locate new public projects near
compatible civic uses such as schools and campuses to
create nodes of activity and services.

Policy LU-1.5: Create places and opportunities for
neighborhood events. Create places and opportunities
for neighborhood events that bring the South San
Francisco community together.

Policy LU-1.6: Promote Childcare and pre-K facilities.

Promote childcare and pre-K facilities in South San
Francisco.

Policy LU-1.7: Create new Lindenville and East of 101
mixed use neighborhoods. Facilitate the construction
of new mixed-use neighborhoods in Lindenville and
East of 101 that are well connected to services, transit, amenities, public buildings, and parks and recreational facilities.

Complete Neighborhood
A neighborhood where residents can reach
community amenities (e.g., grocery stores
and retail), public facilities (e.g., parks and
community centers) and services (e.g.,
health care and affordable childcare) within a
20-minute walk
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GOAL LU-2: Equitable transit-oriented
communities near transit centers, including
SamTrans stops and Caltrain and BART
stations, that mix high quality development,
affordable housing, community services, and
improved mobility options.

INTENT:

To provide residents, employees, and visitors with
convenient, safe, and efficient transportation options
near housing, services, and employment.

Policy LU-2.1: Prioritize development near transit
centers. Collaborate with developers and property
owners to locate new housing, mixed use, and
employment uses near transit centers to minimize
reliance on personal automobiles.

Policy LU-2.2: Architectural transitions near
transit centers. Require development projects
near transit centers to use architectural transitions,
such as setbacks, transitions in building height,
and landscaping, when adjacent to lower-density
residential properties.

Policy LU-2.3: Develop connected transit-oriented
communities. Develop strong pedestrian, shuttle, and
bicycle connections to and/from transit via pedestrianoriented building design, creating safe and convenient road crossings, and providing street furniture
and amenities.

Policy LU-2.4: Implement mobility hubs at transit
stations: Evaluate implementation of “mobility hubs”
at the Caltrain Station, South San Francisco BART
Station, and the South San Francisco Ferry Terminal.

Policy LU-2.5: Encourage shared parking in
neighborhoods. Encourage shared parking and park
once strategies to minimize parking demand and
reduce vehicle trips. Locate parking behind
commercial buildings.

Policy LU-2.6: Develop gathering spaces near
mobility hubs. Develop community gathering spaces,
including plazas and pocket parks, near mobility hubs.

Work with developers and property owners (including
BART and Caltrain) near high-quality transit stops to
provide community amenities, including privatelyowned public open spaces, plazas, community gardens, recreational spaces, seating, lighting, public restrooms, water fountains, and other amenities for
public use.

GOAL LU-3: A diverse range of housing
options that create equitable opportunity for
people of all ages, races/ethnicities, abilities,
socio-economic status, genders, and family
types to live in South San Francisco.

INTENT:

To foster a diverse community of South San Francisco
residents. To create housing opportunity for everyone,
regardless of income level, to live in South San Francisco.

Policy LU-3.1: Create affordable and workforce
housing. Actively facilitate adding affordable
and workforce housing in all South San Francisco
neighborhoods equitably.

Policy LU-3.2: Update zoning to be in compliance
with State housing law. Continually update the
Zoning Ordinance to be in compliance with State
housing law.

Policy: LU-3.3 Encourage diversity of housing types.

Encourage a variety of housing types to be developed
at a range of densities to equitably serve varying
household types, including, but not limited to, singlefamily attached and detached, accessory dwelling units, multifamily apartments, townhomes, duplexes,
triplexes, quadplexes, and condominiums.

Policy LU-3.4: Facilitate multi-generational housing.

Encourage development of housing types that support
multi-generational households and opportunities to
age in place.

Policy LU-3.5: Facilitate live/work housing. Provide
opportunities for live/work options to support a
creative economy and meet the changing needs of
workspaces.

Policy LU-3.6: Facilitate housing for all needs.

Facilitate housing for seniors, special needs groups,
including the developmentally disabled, and nontraditional family groups by requiring a diverse range of housing configurations that are Americans with
Disabilities Act (ADA) compliant and flexible.

Policy LU-3.7: No net loss in housing. Require no
net loss in the number of residential units during
reconstruction or renovation.

Policy LU-3.8: Implement Inclusionary Housing
Ordinance and State Density Bonus. Continue to
implement the City’s Inclusionary Housing Ordinance
and State Density Bonus to encourage development of
housing affordable to low-income households.

Policy LU-3.9: Incentivize and preserve affordable
housing and develop models to expand
homeownership. Develop regulatory mechanisms via
the Zoning Ordinance, Inclusionary Housing Ordinance,
and community benefits agreements to incentivize
development of affordable housing, including
workforce housing, and develop programming
to preserve affordable housing and expand
homeownership.

GOAL LU-4: High-quality residential
neighborhoods.

INTENT:

To promote residential neighborhoods designed for
a high quality of life for neighborhood residents
and visitors.

Policy LU-4.1: Implement objective design
standards. Adopt and implement objective design
standards to manage new low-density development.

Policy LU-4.2: Encourage small-scale residential
infill development. Encourage small-scale
residential infill development in existing residential
neighborhoods.

Policy LU-4.3: Promote complete neighborhoods
by allowing some commercial uses in residential
neighborhoods. Locate new commercial uses in
existing residential neighborhoods on connector and
boulevard street types and/or at key neighborhood
street intersections to promote complete
neighborhoods. Encourage and support home
businesses.

Policy LU-4.4: Improve pedestrian and bicycle
connectivity in residential neighborhoods. Link
existing residential neighborhoods by providing
convenient pedestrian and bicycle connections to
nearby destinations, such as parks, public facilities,
and shopping centers.

Policy LU-4.5: Neighborhood compatibility.

Require new development to be compatible and wellintegrated with existing residential neighborhoods.

Policy LU-4.6: Develop neighborhood design
guidelines. As appropriate, develop design guidelines
for residential neighborhoods in South San Francisco
to promote high-quality design.

Policy LU-4.7: Support neighborhood associations.

Support neighborhood associations throughout South
San Francisco to facilitate community building and
neighborhood identity.

Policy LU-4.8: Promote maintenance and
improvement of property through code
enforcement. Promote maintenance and improvement
of property through code enforcement to encourage
investment and reinvestment in neighborhoods.

Policy LU-4.9: Encourage amenity space for physical
activity / healthy living in multifamily development.

Encourage new multifamily development to provide
amenity space (gyms, active spaces, outdoor open
space, flex working spaces, etc.) which promote
physical activity and healthy living options.

Policy LU-4.10: Encourage walkable connections in
multifamily development. Encourage new multifamily
developers to provide convenient, walkable
connections to nearby trails, transit, and open space to promote active lifestyles.

Policy LU-4.11: Encourage neighborhood compatible
uses. Encourage compatible uses like schools, parks,
recreation and community centers, childcare facilities, and residential neighborhoods.

SHAPE SSF: 2040 GENERAL PLAN
LAND USE AND COMMUNITY DESIGN 5
72 73
GOAL LU-5: South San Francisco remains
a hub of R&D employment, operations,
and innovation and is home to the largest
worldwide cluster of life science uses.

INTENT:

To ensure South San Francisco remains a worldwide hub
of innovation.

Policy LU-5.1: Maintain a critical mass of land zoned
for R&D. Maintain a critical mass of land zoned for R&D to ensure South San Francisco remains a friendly place
for R&D companies.

Policy LU-5.2: Maintain high-quality design and
development standards. Maintain high-quality design
and development standards for R&D companies that
support a mix of larger, higher-intensity campuses.

Policy LU-5.3: Require campus open space. Require
significant public and private open space and outdoor
amenities. Work with development projects to provide
publicly accessible, private open space as part of their site plans.

Policy LU-5.4: Zone to attract emerging technology
businesses. Allow and attract innovative and emerging
technology businesses to South San Francisco through
flexible use and zoning requirements.

Policy LU-5.5: Improve connectivity for R&D
workforces. Maintain vehicular infrastructure and
improve circulation to accommodate the unique
demands for R&D workplaces.

Policy LU-5.6: Community benefits framework.

Continue to update and refine the community benefits
framework that requires R&D companies to contribute
to community goals and amenities, including parks and
public spaces, affordable housing, and transportation
demand management.

Policy LU-5.7: Collaboration with property owners.

Collaboration with property owners and new private
developer to define collective action to achieve
plan goals.

GOAL LU-6: Opportunities for industrial uses
to thrive in Lindenville and East of 101.

INTENT:

To preserve industrial uses in South San Francisco
and ensure they do not create negative environmental
impacts.

Policy LU-6.1: Preserve industrial uses in areas
designated Mixed Industrial High. Prohibit the
introduction of new residential, commercial, and other
non-residential uses in areas designated as Mixed
Industrial High to preserve land for industrial uses.

Policy LU-6.2: Prohibit incompatible use
encroachment. Prohibit additional encroachment of
incompatible uses into industrial areas in Lindenville
and East of 101, except where residential growth
is planned.

Policy LU-6.3: Encourage redevelopment of
older or marginal industrial areas. Encourage the
redevelopment of existing older or marginal industrial
areas with new, Mixed Industrial High areas. Facilitate creative and innovative building and space design to
support emerging industrial uses.

Policy LU-6.4: Monitor Industrial land availability.

Monitor the availability of industrial land and building square footage.

Policy LU-6.5: Preserve production, distribution,
service, and repair (PDR) businesses. Preserve
production, distribution, and repair (PDR) businesses
in South San Francisco.

Policy LU-6.6: Encourage non-polluting industries.

Encourage development of non-polluting industries
that are not major sources of air, water, or
noise pollution.

Policy LU-6.7: Provide efficient permitting of
industrial uses. Continue to provide efficient
permitting and transparent development processes
to ensure City government is friendly to industrial
development.

Policy LU-6.8: Maintain industrial circulation in
Lindenville and East of 101. As residential and
mixed uses are added to Lindenville and East of
101, maintain vehicular infrastructure and improve
circulation to accommodate vehicular transportation
needs for industrial land uses, including logistics and warehousing land uses, and minimizing conflicts with
new uses.

Policy LU-6.9: Goods movement in Lindenville and
East of 101. Maintain an up-to-date truck routes
map that minimizes exposures to sensitive land uses.

Manage truck idling in new residential neighborhoods
in Lindenville and East of 101.

GOAL LU-7: A diverse economy and range
of businesses by maintaining, beautifying,
and expanding spaces for neighborhood
commercial, including retail, restaurants, and
small offices.

INTENT:

To nurture and provide opportunity for businesses to
succeed in South San Francisco.

Policy LU-7.1: Promote complete neighborhoods.

Promote new commercial uses and revitalize existing
commercial areas in locations that provide convenient
access to a range of goods and services.

Policy: LU-7.2 Concentrate neighborhood-serving
commercial. Allow existing strip commercial corridors
like El Camino Real to intensify with standalone
residential uses and concentrate neighborhoodserving commercial uses into mixed use activity centers.

Policy LU-7.3: Determine incentives to create
community facilities. Determine development
incentives to encourage the creation of additional
community facilities, including early childhood education, community space, artist space, and workforce training
centers. Potential incentives could include not counting such uses towards floor area ratio maximums, providing
density bonuses, and similar provisions.

Policy LU-7.4: Intensify low-density strip commercial
and shopping centers. Intensify low-density strip
commercial and shopping centers into mixed use
activity centers that are accessible to transit options.

Policy LU-7.5: Foster pedestrian and bicycle access
in neighborhood commercial development. Require
new commercial development to foster pedestrian and
bicycle access by minimizing building setbacks from
the sidewalk, providing safe, accessible pedestrian
connections, and creating secure and convenient
bike storage.

Policy LU-7.6: Support business upkeep and
maintenance. Develop programs to support building
upkeep and maintenance and formalized partnerships
with business associations.

Policy LU-7.7: Affordable spaces for emerging
businesses. Support affordable and flexible
commercial and industrial building space for new and
emerging businesses.

Policy LU-7.8: Allow Mobile Vendors. Encourage popup stores and cafes to be located in public and private spaces that are empty or underutilized to create an
amenities-rich environment that attracts residents
and visitors.

SHAPE SSF: 2040 GENERAL PLAN
LAND USE AND COMMUNITY DESIGN 5
74 75
GOAL LU-8: A network of attractive,
pedestrian-oriented, human-scale and
well-landscaped streets and civic spaces
throughout the city for all ages and abilities.

INTENT:

To foster pedestrian connectivity and beautify the public realm to improve community health and safety and
strengthen South San Francisco’s distinct community
character.

Policy LU-8.1: Expand arts and cultural
programming in public spaces. Expand arts and
cultural programming in South San Francisco’s
public spaces.

Policy LU-8.2: Create an attractive pedestrian
environment. Facilitate a diverse and attractive
pedestrian environment through the provision of street
furniture, lighting, and other amenities.

Policy LU-8.3: Improve pedestrian connections
and sidewalks. Improve pedestrian connections and
sidewalk infrastructure across the city, especially
between residential and commercial areas, keeping in
mind mobility needs of children, families, seniors, and people with disabilities.

Policy LU-8.4: Require street trees. Require new
development to add street trees along streets
and public spaces that provide shade, attractive
landscaping, and contribute positively towards
public health outcomes and climate mitigation
and adaptation.

Policy LU-8.5: Provide plazas and gathering places.

Improve existing and create new plazas and public
gathering places throughout the city.

Policy LU-8.6: Sustainable design in the public
realm. Encourage use of sustainable design features
in the public realm, including sustainable building and construction materials, permeable paving, droughttolerant landscaping, and green infrastructure.

Policy LU-8.7: Improve the Colma Creek public
realm. Improve the public realm along Colma Creek
to beautify the city and enhance the creek as a
recreational amenity.

Policy LU-8.8: Maintain and protect public views.

Maintain and protect unique public views of the city,
the bay, and local landmarks from major thoroughfares
and hillside open spaces.

Policy LU-8.9: Ensure ADA accessibility. Ensure all new developments, public infrastructure and facilities, and transit infrastructure meet ADA accessibility standards.

Policy LU-8.10: Ensure adequate infrastructure and
utilities. Ensure adequate infrastructure and utility
services (electricity, water, internet) for all future
development and when feasible, underground utilities
(new and existing) to enhance the public realm.

Policy: LU-8.11 Transfer of development rights for
non-active rail spurs. Incentivize owners of properties with non-active rail spurs to transition land to open space or transportation uses by allowing owners to transfer
development rights to parcels within the sub-area.

GOAL LU-9: High level of quality in
architecture and site design in all renovation
and construction of buildings.

INTENT:

To develop safe, attractive, and inviting buildings
and sites.

Policy LU-9.1: Create new and update existing
design guidelines and development standards.

Create new and update existing design guidelines and
development standards, including form-based codes,
aspirational design standards, and design guidelines.

Policy LU-9.2: Encourage architectural and visual
interest in new development. Encourage distinctive
architecture and elements that add visual interest to
buildings to enhance people’s perceptions of South
San Francisco as an interesting and inviting place.

Policy LU-9.3: Require quality building materials.

Require high-quality, long-lasting building materials on all new development projects in the city.

Policy LU-9.4: Require walkable and inviting
buildings and spaces. Require building design that
creates walkable and inviting spaces, such as locating
parking behind buildings, allowing for outdoor plazas
and dining, and locating building frontages in close
proximity to the sidewalk edge, where appropriate.

Policy LU-9.5: Orient buildings to public spaces.

When possible, orient buildings to face streets, public spaces, or shared private spaces.

IMPLEMENTATION ACTIONS
Policy Implementation Action Priority Primary Responsibility GOAL LU-1: Create complete neighborhoods, where residents can access most of their everyday needs within a short walk, bike, or transit trip.

Policy LU-1.1
Action LU-1.1.1: Maintain vacant building inventory. Maintain an inventory of vacant buildings and encourage developers and potential business owners to locate their development/ businesses in areas most in need of their resources.

Medium Economic Development and
Housing Division (ECD)
Action LU-1.1.2: Implement mixed use rezoning. Identify key activity areas that currently feature single-use commercial or residential zoning designations, and re-zone to allow for mixed use development that could provide more convenient access to local commercial.

High Planning Division (ECD)
Action LU-1.1.3: Complete neighborhoods study. Initiate a study to determine appropriate locations for siting everyday needs, including services, healthy food, public facilities, and shopping within a short walk, bike, or transit trip of all residents.

Medium Planning Division (ECD)
Policy LU-1.2
Action LU-1.2.1: Department coordination for complete neighborhoods planning. Ensure coordination between the Economic & Community Development and Public Works Departments to align needed transportation improvement projects with land use planning in complete neighborhoods.

Medium Planning Division (ECD)
Action LU-1.2.2: Develop infrastructure improvement program for complete neighborhoods. Develop a formal program and structure to evaluate and facilitate the repair, maintenance, and expansion of bicycle, pedestrian, and transit infrastructure in complete neighborhoods.

Medium Planning Division (ECD)
Policy LU-1.3
Action LU-1.3.1: Rezoning and public easements for healthy foods. Identify parcels and areas in public rights-of-way that can facilitate community gardens and re-zone to allow urban agriculture.

Medium Planning Division (ECD)
Policy LU-1.5
Action LU-1.5.1: Funding for neighborhood events. Seek funding, sponsors, and partnerships to provide community involvement programs such as Light Up the Night, Neighbors Night Out, and other similar activities and programs designed to strengthen neighborhoods.

SHAPE SSF: 2040 GENERAL PLAN
LAND USE AND COMMUNITY DESIGN 5
76 77
Policy Implementation Action Priority Primary Responsibility Policy LU-1.6
Action LU-1.6.1: Zone for Childcare and pre-K. Revise the Zoning Ordinance to allow childcare and pre-K facilities throughout the city. High Planning Division (ECD) Action LU-1.6.2: Fund and expand childcare and pre-K. Coordinate with public institutions, including San Mateo County, and seek State, federal, and private funding sources to maximize resources to fund and expand childcare, including after-school care, and pre-K in South San Francisco.

High Recreation Division (P&R)
GOAL LU-2: Equitable transit-oriented communities near transit centers, including SamTrans stops and Caltrain and BART stations, that mix high quality development, affordable housing, community services, and improved mobility options.

Policy LU-2.1
Action LU-2.1.1: Explore incentives to increase the provision of affordable housing. Explore updates to the City's Inclusionary Housing Ordinance that would provide incentives to increase the provision of affordable housing units throughout the city.

High Economic Development and
Housing Division (ECD)
Action LU-2.1.2: Develop Specific Plans around transit centers. Initiate a request for proposals (RFP) process to develop specific plans around key transit centers, including Caltrain and BART.

High Planning Division (ECD)
Action LU-2.1.3: Update existing Specific Plans. Following adoption of the General Plan, review the existing Oyster Point Specific Plan (2011) and others and make changes to ensure consistency.

High Planning Division (ECD)
Action LU-2.1.4: Community benefits framework. Continue to update the community benefits framework that requires new non-residential development near transit centers to contribute to community goals and amenities, including parks and public spaces, affordable housing, and transportation demand management.

Medium Planning Division (ECD)
Action LU-2.1.5: Community engagement near transit centers. Engage closely with residents, business owners, and other stakeholders to ensure the community receives desired benefits from new development at transit centers and to ensure the community is apprised of development.

Medium Planning Division (ECD)
Policy LU-2.3
Action LU-2.3.1: Coordination with local and regional transit agencies. Ensure coordination between local agencies including Community Development Department, Transportation Department, and Public Works, along with regional transit agencies including Caltrain, BART, and SamTrans to align mobility and infrastructure improvements efforts.

Medium Planning Division (ECD)
Policy Implementation Action Priority Primary Responsibility Policy LU-2.3
Action LU-2.3.2: Incorporate wayfinding signage. Incorporate wayfinding signage near transit to guide people to local destinations, including schools, Downtown, parks, shopping, healthcare, and public facilities.

Medium Planning Division (ECD)
Action LU-2.3.3: Incorporate gateway elements near transit centers. Incorporate local art, gateway signage, and landscaping near major transit centers to welcome people to South San Francisco and imbue these areas with local identity.

Medium Planning Division (ECD)
Action LU-2.3.4: Upgrade pedestrian/bicycle scaled lighting. Determine areas where pedestrian- and bicycle-scaled lighting could be installed to create safe and dynamic corridors and destinations
Medium Planning Division (ECD)
Policy LU-2.4 Action LU-2.4.1: Mobility hubs study. Conduct study to determine financial costs, infrastructural needs, economic feasibility, and community desire for mobility hubs. Medium Planning Division (ECD) Policy LU-2.5
Action LU-2.5.1: Study parking strategies near transit centers. Study potential parking strategies near transit centers, including parking maximums, park-once strategies, parking fees, and shared parking.

Low Planning Division (ECD)
GOAL LU-3: A diverse range of housing options that create equitable opportunity for people of all ages, races/ethnicities, abilities, socioeconomic status, genders, and family types to live in South San Francisco.

Policy LU-3.1
Action LU-3.1.1: Coordinate with SSFUSD regarding housing on closed school sites.

Work with the South San Francisco Unified School District (SSFUSD) to study the potential of developing housing and community services, such as childcare, on closed school sites, including the former Foxridge school site.

Medium City Manager
Action LU-3.1.2: Allow housing on sites with institutional uses. Revise the Zoning Ordinance to allow housing development on sites used for institutional purposes, such as educational facilities and churches.

High Planning Division (ECD)
Action LU-3.1.3: Develop workforce housing program. Partner employment growth with residential development through partnerships with large employers, density bonuses, height bonuses, transfer of development rights, and other similar incentives.

Medium Economic Development and
Housing Division (ECD)
SHAPE SSF: 2040 GENERAL PLAN
LAND USE AND COMMUNITY DESIGN 5
78 79
Policy Implementation Action Priority Primary Responsibility Policy LU-3.9
Action LU-3.9.1: Encourage preservation and upkeep of naturally-occurring affordable housing. Study and implement programming and regulations to encourage preservation and upkeep of existing naturally-occurring affordable housing (NOAH), such as rental protections for residents in NOAH units.

Medium Economic Development and
Housing Division (ECD)
Action LU-3.9.2: Explore equity homeownership models. Explore expanded use of shared equity homeownership models, including a community land trust, to increase home ownership. Low Economic Development and Housing Division (ECD) GOAL LU-6: Opportunities for industrial uses to thrive in Lindenville and East of 101.

Policy LU-6.3
Action LU-6.3.1: Encourage property assemblage and master planning. Encourage the assemblage of adjacent parcels by providing greater development incentives for master planned redevelopment of specific locations than would be available for development on a parcel-byparcel basis.

Medium Planning Division (ECD)
Action LU-6.3.2: Provide density bonuses for assembled parcels. Develop density bonus program for assembled parcels and/or master planned parcels of former industrial uses or commercial transitioning to residential uses.

Medium Planning Division (ECD)
Policy LU-6.5
Action LU-6.5.1: Establish flexible development standards for industrial uses. Establish flexible development standards (including FAR) that allow industrial uses to make building improvements and change with market conditions.

Medium Planning Division (ECD)
Policy LU-6.6 Action LU-6.6.1: Cleanup of Hazardous sites. Seek funding to finance cleanup and redevelopment of contaminated sites. Medium Sustainability (CM) Policy Implementation Action Priority Primary Responsibility Policy LU-6.7
Action LU-6.7.1: Online permitting. Seek efficiencies to make development permitting as simple and efficient as possible, including incorporating online permitting. Medium Building Division (ECD) Action LU-6.7.2: Streamline permitting for specific uses. Identify industrial uses that benefit from proximity to the airport and life sciences cluster and create streamlined permitting to attract such uses.

Medium Planning Division (ECD)
GOAL LU-7: A diverse economy and range of businesses by maintaining, beautifying, and expanding spaces for neighborhood commercial, including retail, restaurants, and small offices.

Policy LU-7.6
Action LU-7.6.1: Develop programs related to building upkeep and maintenance. Develop programs, such as the formation of Business Improvement Districts, to support building upkeep and maintenance, signage, and façade improvements for neighborhood commercial and small businesses.

Medium Economic Development and
Housing Division (ECD)
Action LU-7.6.2: Support formalization of business associations. Support formalization of several local business associations to better coordinate with SSF Chamber of Commerce in addressing neighborhood or district-specific challenges.

Medium Economic Development and
Housing Division (ECD)
Policy LU-7.8 Action LU-7.8.1: Create standards for mobile food markets. Support greater street life by allowing food vendor markets at centrally located spots. Medium Planning Division (ECD) GOAL LU-8: A network of attractive, pedestrian-oriented, human-scale and well-landscaped streets and civic spaces throughout the city for all ages and abilities.

Policy LU-8.1
Action LU-8.1.1: Identify arts and cultural districts. Identify areas and cultural resources that make up distinct cultural districts. Medium Planning Division (ECD) Action LU-8.1.2: Create design policies for arts and cultural areas. Identify actions that can bring the arts, culture, and significant natural features closer to the community. Implement small-scale public realm projects, such as identifying graphics, sidewalk and streetscape improvements, wayfinding, and public art.

Low Recreation Division (P&R)
Action LU-8.1.3: Identify financing for arts and cultural programming. Study potential of financing public art and cultural programming in public spaces, along roadways, and along Colma Creek through the development of an Arts and Cultural Program.

Medium Recreation Division (P&R)
SHAPE SSF: 2040 GENERAL PLAN
LAND USE AND COMMUNITY DESIGN 5
80 81
Policy Implementation Action Priority Primary Responsibility Policy LU-8.2
Action LU-8.2.1: Consider a city-wide streetscape master plan. High Planning Division (ECD) Action LU-8.2.2: Street corridor design standards. Identify corridors of visual significance in the city and develop a set of cohesive standards for landscaping, lighting, street furniture, sidewalk and crosswalk design, utility placement and treatment, and other elements for the respective corridors. This action is related to the street typology concept presented in the Mobility Element.

Medium Planning Division (ECD)
GOAL LU-9: High level of quality in architecture and site design in all renovation and construction of buildings.

Policy LU-9.1
Action LU-9.1.1: Aspirational design standards. Consider creating aspirational design standards, rather than minimum standards, that lead to more successful developments. Medium Planning Division (ECD) Action LU-9.1.2: Form-based codes. Develop form-based codes for the new mixed use and high-density residential areas proposed in the Lindenville, East of 101 and El Camino Real sub-areas.

Medium Planning Division (ECD)
Action LU-9.1.3: Create location-specific design guidelines. Create location-specific design guidelines that help to reinforce the character of a neighborhood, such as the industrial history of Lindenville.

Medium Planning Division (ECD)
Action LU-9.1.4: Periodic review of development procedures. Review the city’s design guidelines, development standards and development review procedures on a periodic basis to allow for new and innovative design techniques and evolving technologies.

Medium Planning Division (ECD)
Policy LU-9.3
Action LU-9.3.1: Create building materials list. Establish a list of preferred and discouraged building materials for different building, walls, and fence types. Consider developing distinctive standards for different zoning classifications, emphasizing durability, aesthetics, and visual continuity in materials and design.

Low Planning Division (ECD)
Policy LU-9.4
Action LU-9.4.1: Develop utility equipment design standards. Develop and adopt new standards to minimize the detrimental appearance of accessory utility equipment (transformers, cable cabinets, utility meters, utility lines, etc.) by integrating them into less prominent areas of the site or by screening them with landscaping, artistic features, or architectural materials compatible with the primary structures. Ensure that such facilities are sited so as not to impede pedestrian access.

Low Planning Division (ECD)

PERFORMANCE METRICS
PERFORMANCE METRIC: Housing near transit
Target
Increase the number of housing units within a half-mile radius of BART and Caltrain stations and other highquality public transit service 2021 DATA:
1498 DWELLING UNITS WITHIN 10 MINS. (HALF MILE) TO HIGH QUALITY TRANSIT. Data Source County Assessor Data
Sunshine Gardens
El Camino Real
Winston-Serra
Outside of City
BART Tracks
BART Tracks
BART Tracks BART Tracks BART Tracks
BART Tracks

0.5 Mile Radius South San Francisco
BART Station
Land within 0.5 Mile Proximity
of SSF BART Station
Caltrain Route
Caltrain Route
Caltrain Route Caltrain Route Caltrain Route Caltrain Route East of 101 Lindenville
Downtown
Sign Hill

0.5 Mile Radius South San Francisco
Caltrain Station
Land within 0.5 Mile Proximity
of SSF Caltrain Station
SHAPE SSF: 2040 GENERAL PLAN
LAND USE AND COMMUNITY DESIGN 5
82 83
PERFORMANCE METRIC: Complete neighborhoods, where residents can reach community amenities (e.g., grocery stores and retail), public facilities (e.g., parks and community centers) and services (e.g., health care and affordable childcare) within a 20-minute walk Target
All residences are within a
complete neighborhood

PERCENT OF POPULATION WITHIN
COMPLETE NEIGHBORHOODS:
86% OF POPULATION
PERFORMANCE METRIC: Building square footage of industrial, research and development (R&D), and office uses.

PERFORMANCE METRIC: Increase the number of housing units by permitting housing at low, moderate, and above-moderate income levels Target Stable or increasing supply of building square footage for employment uses 2021 DATA:
27,003,540 SQUARE FEET
Data Source County Assessor Data
Target
871 very low income units, 502 low income units, 720
moderate income units, 1863 above moderate income
units for a total of 3,956 housing units. 2023-2031 TARGET DATE PROGRESS:
0% COMPLETED
Data Source HCD Annual Progress Reports
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
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Caltrain
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BART
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Arterial Roads
Local Roads
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Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021). k Key Activity Center
!³ Supermarkets
Ja Public Transit Stops
!k Schools
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20-minute Walkshed by Activity Center
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Chestnut Ave & El Camino Real
Downtown
South Spruce Ave & El Camino Real
Westborough Shopping Center
City of South San Francisco
BART Station
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Key Activity Center
Supermarkets
Public Transit Stops
Schools
Healthcare Facilities
Highway
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20-Minute Walkshed by Activity Center
Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021).

SHAPE SSF: 2040 GENERAL PLAN

SUB-AREAS
6 84 85
CHAPTER 6
Sub-Areas 6
PART II: OUR PLACE
Distinct Community Sub-Areas
Connectivity
SHAPE SSF: 2040 GENERAL PLAN

SUB-AREAS
6 86 87

WHERE WE WANT TO BE IN THE FUTURE
Distinct community sub-areas with unique character,
architectural diversity, and land uses.

Opportunities for people earning all income levels and
comprising a variety of household compositions to live a high quality of life in all sub-areas.

Connectivity to services, jobs, public facilities, and
transportation within and between sub-areas.

Gateway Blvd. East of 101 Sub-Area
How Our Plan Gets Us There
While the citywide policies in the Land Use and Community Design Element are expected to be applied throughout all of South San Francisco, many local interventions and actions are needed on a smaller scale to address issues and concerns unique to certain neighborhoods, shown in Figure 7. The Sub-Areas Element augments citywide goals and policies from the Land Use and Community Design Element and provides policies and implementation actions specific to South San Francisco’s unique subareas. The Sub-Areas Element establishes a detailed range of policies related to housing, employment, public realm, connectivity, and more in the Downtown, East of 101, El Camino Real, and Lindenville sub-areas, which are the sub-areas anticipated to undergo the most change under the General Plan horizon. For the other residential sub-areas, little change is expected over the General Plan horizon and, thus, the General Plan establishes a framework to enhance existing assets and character.

The Sub-Areas Element expands on Goal 1 of the Land Use Element, which prioritizes the creation of complete neighborhoods where residents can access most of their daily needs within a short walk, bike, or transit trip. Figure 8 depicts existing complete neighborhoods, showing daily amenities, including supermarkets, public transit stops, schools, and healthcare facilities within a 20-minute walkshed of key activity centers including the South San Francisco BART Station, Chestnut Avenue and El Camino Real, Downtown, South Spruce Avenue and El Camino Real, and Westborough Shopping Center. The Sub-Areas Element identifies policies and actions both to enhance access to existing amenities identified in this Figure and to promote development of daily amenities currently missing within a 20-minute walk of these activity centers.

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FerryTerminal
CaltrainStation
Caltrain
BARTStation
BART
Highway
ArterialRoads
LocalRoads
CityParksandJointFacilities
ContextParks
Waterbody
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SHAPE SSF: 2040 GENERAL PLAN

SUB-AREAS
6 88 89
Figure 7: Sub-Areas
East of 101
Avalon-Brentwood
Downtown
Lindenville Sunshine Gardens
Orange Park Westborough
Paradise Valley/Terrabay Winston Serra
El Camino Real Sign Hill
Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

City of South San Francisco
BART Station
Caltrain Station
Arterial Road
Unincorporated Area
in City Sphere
BART
Context Parks
Caltrain
Local Road
Ferry Terminal Station
Highway
Waterbody
Figure 8: Complete Neighborhoods
BART
Chestnut Ave & El Camino Real
Downtown
South Spruce Ave & El Camino Real
Westborough Shopping Center
Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021).

City of South San Francisco BART Station
Caltrain Station Arterial Road
Unincorporated Area
in City Sphere BART
Context Parks
Caltrain Local Road
Ferry Terminal Station
Key Activity Center
Supermarkets
Public Transit Stops
Schools
Healthcare Facilities
Highway
Waterbody
20-Minute Walkshed by Activity Center
City Parks, Open Space,
& Joint Facilities
SHAPE SSF: 2040 GENERAL PLAN

SUB-AREAS
6 90 91

DOWNTOWN
The Downtown sub-area is located in the heart of the city, between Lindenville and Sign Hill. The area includes a broad mix of land uses, but as of 2019, residential uses account for 70% of land area. Park space is extremely limited, with only two parks (the City Hall Tot Lot and the Cypress and Pine Park) accounting for less than a half-acre. Downtown contains the city’s two historic retail corridors, Grand Avenue and Linden Avenue. Each is defined by zero setback buildings with lively storefronts, but each is relatively short, lasting only a few blocks.

The sub-area includes a large concentration of locally-designated historic landmarks, particularly along Grand Avenue, and the Grand Avenue Commercial Historic District, among other cultural and historic resources. Downtown houses just under one-fifth of the City’s entire population, and its residents are far more likely to be under 18, far less likely to be over 65, and more likely to identify as Hispanic/Latino compared to citywide averages.

Vision Statement
Downtown is a home and gathering place for people of different income levels, races, and ethnicities. It is a center of art and culture, small and local business, housing, and transit that embrace the entire community. It celebrates the culture and history of the Downtown and of its residents. New growth is balanced with policies, actions, and investments to protect vulnerable residents, homes, and businesses from displacement, allowing them to sustain roots in the community. New community gathering spaces provide opportunities for existing and new residents to connect and interact.

The General Plan maintains Downtown as the heart of
South San Francisco. It retains the core community land use vision articulated in the Downtown Station Area Specific Plan (DSASP) to create a vibrant and successful community center and a source of local pride.

Like the DSASP, the General Plan retains historic activity-filled commercial corridors along Grand Avenue and Linden Avenue and compatible land use and density standards in surrounding residential neighborhoods. It promotes new residential, mixed use, and employment uses in order to support a sustainable and thriving Downtown. The General Plan retains most existing DSASP land use designations and policy in order to create predictable, incremental growth in Downtown. New policies also address the impacts of growth and gentrification on existing residents and businesses.

South San Francisco has a vivid arts and cultural identity and much of the city’s arts and cultural community is centered in Downtown. An important aim of this General Plan is to celebrate the history, culture, and diversity of Downtown and its residents and maintain Downtown as the heart of the community by retaining small, culturally diverse businesses and providing resources and programming to support arts, culture, and Downtown’s heritage.

City Hall Housing in Downtown
Grand Ave.

Medium High
Density Residential
Grand Avenue Core
Low Density Residential High Density Mixed Use
Low Density Mixed Use
Downtown Residential Core
Medium Density Residential
Lindenville
Neighborhood Center
Urban Residential
High Density Residential
Public
Parks and Recreation
Downtown Transit Core
General Plan Land Use Designations
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SUB-AREAS 6
92 93
The El Camino Real sub-area is the central corridor of the city, extending more than two and a half miles from northwest to southeast. It has a mix of land uses, though retail is the most common use. It contains approximately one-tenth of the city’s entire population, and its residents are less likely to be children and more likely to be seniors.

The General Plan aims to create a dynamic and accessible boulevard for all. El Camino Real transforms from a regional thoroughfare to a “Grand Boulevard,” complete with comfortable accommodations to facilitate multiple modes of transportation and generous street furniture, signage, and landscaping that enhance the appearance of the corridor. Improved bicycle, pedestrian, and transit connectivity provide opportunities for non-auto travel along and to the corridor. A new street will connect El Camino Real to Sunshine Gardens, improving connectivity to and from the El Camino Real sub-area.

Vision Statement
A dynamic and re-envisioned boulevard that is a safe and healthy place for transit riders, pedestrians, and cyclists, with a diverse mix of commercial and residential, and open space uses.

EL CAMINO REAL
The General Plan pinpoints strategic locations to support increased housing density and mixed uses along El Camino Real. These activity centers are the South San Francisco BART station, the El Camino Real/Chestnut Avenue area, and the South Spruce Avenue area. The activity centers are imagined as complete neighborhoods, will include spaces for social gathering, shopping, and entertainment to enable residents, employees, and visitors to meet their daily needs. The three activity centers already have many of these complete neighborhood components, including anchored institutional uses, and the potential for intensification of office, retail, and residential uses.

The South San Francisco BART station area has potential for more housing production and increased daily services to serve new and existing residents. The General Plan imagines this area as a transit-oriented community, where residents have ample opportunity to use transit and active transportation to reach their destinations. To achieve this vision, improved connections are needed from the BART station to nearby destinations, including the Costco and other retail along El Camino Real, the Centennial Way Trail, and El Camino High School.

The El Camino Real/Chestnut Avenue area activity center will be anchored by the South San Francisco Community Civic Campus. The Kaiser Permanente Medical Center, Orange Memorial Park, the Centennial Way Trail, and retail along El Camino Real are other major attractions in this area.

Maximum allowed building heights for new buildings in the El Camino Real/Chestnut Avenue area would be reduced from presently-allowed maximums under the El Camino Real/Chestnut Avenue Area Plan in order to create harmonious height transitions from adjacent residential uses.

The South Spruce Avenue area includes major auto-oriented commercial centers, including the Brentwood shopping center and the shopping center at the southeast corner of El Camino Real and South Spruce Avenue with the currently vacant anchor tenant space (formerly occupied by Safeway).

It also includes the See’s Candy factory, a legacy industrial use in South San Francisco. Due to its proximity to the San Bruno BART station and the SamTrans bus corridor along El Camino Real, this area also has potential for more housing production in areas that comply with San Francisco International Airport land use compatibility regulations.

Mixed Use Building
Higher Density Housing
Medium High
Density Residential Medium Density Mixed Use
Low Density Residential Low Density Mixed Use
Open Space
Urban Residential Community Commercial
High Density Residential Public
Parks and Recreation
General Plan Land Use Designations
Streams
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SUB-AREAS
6 94 95
EAST OF 101
The East of 101 sub-area covers all parts of the city that lie to the east of Highway 101. By far the largest sub-area geographically, it covers over 1,600 acres, is defined by large parcels, and is bordered by the San Francisco Bay. The area primarily contains employmentgenerating land uses and includes office, life science and other R&D uses, logistics, food processing, manufacturing, and other industrial uses. Most life science uses are located north of East Grand Avenue, with the Genentech campus being the largest corporate campus in East of 101. At the present, South San Francisco is home to over 200 biotech companies, and there is room for continued expansion of these uses, particularly on infill sites and in planned campus environments, such as Oyster Point. South of East Grand Avenue, there are warehousing, logistics, manufacturing, and other industrial land uses that provide a diversity of employment opportunities. As of 2021, no residential zoning exists in this sub-area and there are no housing units or residents, though as part of the General Plan update, there is opportunity to introduce residential uses to East of 101 to create more complete neighborhoods with options for living, working, and recreation.

Vision Statement
East of 101 is a well-connected innovation district with a diverse mix of uses that serves as a model of sustainability, resilience, multimodal mobility, and economic opportunity.

The General Plan advances the community vision of maintaining districts for R&D and industrial growth, while creating new neighborhoods that allow residential and supportive amenities and services. This vision allows for the growth and continued success of the life sciences as an economic engine for the city. Life science companies may intensify development north of East Grand Avenue, closer to key transportation corridors, in exchange for community benefits and district improvements. By allowing the life sciences area to grow through intensification rather than expanding its geographic area, the General Plan enables transportation, trade, and industrial uses to retain land area and continue to thrive in East of 101. These businesses, primarily to the south of East Grand Avenue, are supported by the City in efforts to adjust to emerging economic conditions and build long-term resilience to sea level rise and flooding.

The General Plan creates new mixed use neighborhoods along South Airport Boulevard. Providing opportunities for living in East of 101 supports a long-term vision for an innovation district, places more housing near jobs and high-quality transit, and creates opportunity for a range of new housing for different income levels. Along South Airport Boulevard, residents will benefit from streetscape improvements and urban design that create a high-quality public realm along this currently commercial and industrial corridor. The General Plan supports the wellbeing of new East of 101 residents by providing convenient access to new parks and gathering spaces, neighborhood-serving retail and amenities, and public services.

Caption Caption
Gateway Childcare Center Oyster Point Marina
New Development
Open Space
Parks & Recreation
Public
General Plan
Land Use Designations
Business Technology
Park High
East of 101 Mixed Use
Business and
Professional Office
Business Technology Park
Community Commercial
Mixed Industrial
Mixed Industrial High
Oyster Point
Coastal Commercial
East of 101 Transit Core
Streams
SHAPE SSF: 2040 GENERAL PLAN

SUB-AREAS
6 96 97

LINDENVILLE
The Lindenville sub-area is located in the central southern portion of the city, adjacent to the Downtown sub-area. It is in between Highway 101 and South Spruce Ave. The sub-area stretches over 400 acres and is largely comprised of manufacturing, food processing, warehousing, and other industrial uses, including some of the City’s historic “legacy” businesses, such as Produce Terminal and Bimbo Bakeries. The Southline Specific Plan area, adjacent to the San Bruno BART station, is also included in the Lindenville sub-area. As of 2021, Lindenville does not have residential units or park acreage.

Vision Statement
Lindenville is a vibrant and inclusive neighborhood that maintains a base of job opportunities, promotes the creative economy, and creates a new residential neighborhood where all people can thrive.

Business
& Professional Office
Medium Density
Mixed Use
High Density Mixed Use
Mixed Industrial
Mixed Industrial High
Open Space
Parks & Recreation
Public
Low Density Mixed Use
General Plan
Land Use Designations
The General Plan preserves small businesses and industrial uses while also creating a vibrant and inclusive neighborhood where all people can thrive. The General Plan allows Lindenville to strengthen its economic base, which includes a large number of small businesses and a high share of jobs in industry sectors, by retaining a large portion of its land area for service, transportation, and industrial uses. These nonresidential areas may also provide opportunities for arts and the creative economy to continue growing and expanding in South San Francisco.

Building on the transformation of Colma Creek into a walkable public amenity, the General Plan creates a new residential neighborhood in the northern part of this sub-area, north of Victory Avenue. At the present, this area is primarily occupied by warehousing and other industrial uses. Providing opportunities to live in Lindenville will support a sustainable and thriving Downtown and advance City goals to add a broad range of new housing for different income levels. Accommodating new residential growth outside of existing residential neighborhoods will also minimize visual, noise, and transportation impacts on existing residents. The General Plan supports the well-being of new Lindenville residents by providing convenient access to new parks and gathering spaces, neighborhood-serving retail and amenities, and public services.

Edge conditions are particularly important in Lindenville. This area is adjacent to the Downtown and Orange Park sub-areas, so the scale of development transitions from medium densities south of Railroad Avenue to higher densities adjacent to Colma Creek.

Person Operating Fork-lift Colma Creek
Bimbo Bakeries
Business Technology
Park High
East of 101 Mixed Use
Industrial
Transition Zone
Streams
SHAPE SSF: 2040 GENERAL PLAN
SUB-AREAS 6
98 99

RESIDENTIAL SUB-AREAS
The following residential sub-areas are not expected to undergo major changes over the General Plan horizon.

These sub-areas include: Avalon-Brentwood, Orange Park, Paradise Valley / Terra Bay, Sign Hill, Sunshine Gardens, Westborough, and Winston Serra.

AVALON-BRENTWOOD
The Avalon-Brentwood sub-area is located at the southwestern edge of the city, between I-280 and El Camino Real. It is primarily single-family residential uses with several large institutional uses. Major public uses include Avalon Park, Baden High School, Brentwood Park, Ponderosa Elementary School, Zamora Park, and the City’s Main Library. The sub-area also surrounds Country Club Park, an unincorporated area. It contains just under 10% of the city’s entire population.

Vision Statement
Avalon-Brentwood is a walkable, attractive, and safe
neighborhood with a variety of housing options,
accessible recreational amenities, and quality
infrastructure.

Medium High
Density Residential
San Mateo County
Low Density Residential
Low Density Residential School
Open Space
Public
Parks and Recreation
General Plan Land Use Designations
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SUB-AREAS 6
100 101

ORANGE PARK
The Orange Park Sub-Area is located in the center of the city, adjacent to Downtown, Lindenville, Avalon-Brentwood, and El Camino Real. The Orange Park sub-area is split between singlefamily residential, public, and park land uses and contains its eponymous park. As of 2021 it contains just around 5% of the City’s entire population.

Vision Statement
Orange Park is a high-quality place to live, learn, work, and play, and residents have ample opportunities to
enjoy South San Francisco’s recreational amenities,
including Orange Park, Colma Creek, and the Centennial
Way Trail.

PARADISE VALLEY/TERRABAY
The Paradise Valley/Terrabay sub-area is located at the far northeastern edge of the city, located between Highway 101 and Sign Hill. It is primarily composed of single-family residential uses, parks and open space. This sub-area has several smaller subdivisions and neighborhoods, including Peck’s lot and the Terrabay subdivision. The area includes a large PG&E-owned open space and the north face of Sign Hill. It contains just over 5% of the city’s entire population. Residents are less likely to identify as White alone and more likely to identify as Asian or Pacific Islander compared to the citywide average.

Vision Statement
Paradise Valley/Terrabay is a scenic, safe, and livable neighborhood with convenient access to Downtown,
retail and personal services, and open spaces.

Medium High
Density Residential
Medium Density Mixed Use
Low Density Residential
Low Density Mixed Use
School
Medium Density Residential Parks and Recreation
Streams
Business Technology
Park High
Low Density Residential
Low Density Mixed Use
School
Open Space
Medium Density Residential
Urban Residential
Public
Parks and Recreation
General Plan Land Use Designations
General Plan Land Use Designations
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SUB-AREAS 6
102 103

SIGN HILL
The Sign Hill sub-area is located in the center of the city, just north of the Downtown sub-area. It is mostly single-family residential and its signature park. It contains less than 5% of the city’s entire population, and its residents are generally representative of the city’s overall age and race/ethnicity profile.

Vision Statement
Buildings, streetscapes, open spaces, and the famous
South San Francisco Hilltop sign imbue Sign Hill with
character, and residents are easily able to access
Downtown, open spaces, and amenities throughout
the city.

SUNSHINE GARDENS
The Sunshine Gardens sub-area is located in the northwestern side of the city, north of El Camino Real and east of the Downtown and Sign Hill sub-areas. Approximately three-quarters of total land area is residential, including middle-density and multifamily residential. Major public uses include El Camino High School and Sunshine Gardens Elementary School. It contains just over 15% of the city’s total population, and its residents are generally representative of the city’s overall age profile.

Vision Statement
Sunshine Gardens is an attractive neighborhood that
offers quality housing options, greenery and access
to parks and recreational amenities, and convenient
transportation connections to the wider South San
Francisco community and region.

Low Density Residential
School
Open Space
Medium Density Residential
Public
Parks and Recreation
Medium High
Density Residential
Low Density Residential
Low Density Mixed Use
School
Open Space
Medium Density Residential
Public
Parks and Recreation
General Plan Land Use Designations
General Plan Land Use Designations
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SUB-AREAS 6
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WESTBOROUGH
The Westborough sub-area is located at the far western edge of the city, west of Interstate 280. It is characterized mostly by residential uses, parks and open space, and commercial uses. It is home to the Westborough Shopping Center, and a small shopping center located at Keller and Westborough Blvd.

It also contains Westborough Middle School, Westborough Park and Recreation Center, Cal West Park, Sellick Park, Fire Station #64, and a small portion of Monte Verde Elementary.

Westborough contains one-fifth of the city’s entire population, and its residents are generally older. This area has the largest population of Asian or Pacific Islanders in the city (73%).

Vision Statement
Westborough is a comfortable environment for residents
who benefit from excellent access to services, recreational opportunities, and diverse commercial spaces.

WINSTON SERRA
The Winston Serra sub-area is located at the far northwestern edge of the city between I-280 and El Camino Real. It contains primarily single-family residential uses with several large public uses, including: Alta Loma Middle School, Alta Loma Park, Buri Buri Elementary School, Buri Buri Park, Clay Park, Unitek Nursing College, and three Winston Manor parks. The sub-area contains just over 15% of the city’s entire population.

Its residents are generally representative of the City’s overall age profile.

Vision Statement
Winston Serra is a livable, safe, and healthy
neighborhood, where residents have convenient
access to local and city-wide services, quality housing opportunities, and excellent parks and public spaces.

Medium High
Density Residential
Low Density Residential School
Open Space
Medium Density Residential
Community Commercial
Parks and Recreation
Medium High
Density Residential
Low Density Residential
Low Density Mixed Use
School
Open Space
Medium Density Residential Parks and Recreation
General Plan Land Use Designations
General Plan Land Use Designations
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6 106

SUB-AREAS
107

POLICY FRAMEWORK
Intersection of Grand and Linden Ave. in Downtown
Downtown
GOAL SA-1: The City supports existing
neighborhood commerce and provides
opportunities to expand commercial
Downtown.

INTENT:

To ensure Downtown retains and attracts successful
commercial businesses.

Policy SA-1.1: Reinforce Downtown dining and retail.

Reinforce Downtown as a dining and retail destination
for all, maintaining the cultural diversity of businesses and allowing and encouraging outdoor dining in the
public right of way.

Policy SA-1.2: Support small locally-owned
businesses. Continue to provide assistance to
support small locally-owned businesses and develop
a mechanism to support building upkeep and
maintenance, signage, and façade improvements for
Downtown businesses.

Policy SA-1.3: Support community-based
organizations. Support community-based
organizations in Downtown South San Francisco and
directly engage with these groups during planning and
development processes.

GOAL SA-2: The history and culture of
Downtown and its residents are celebrated
through arts and cultural resources.

INTENT:

To support arts and culture and create a distinct visual identity Downtown.

Policy SA-2.1: Strengthen Downtown identity.

Strengthen Downtown’s identity as a center for arts
and culture in South San Francisco.

Policy SA-2.2: Protect historic buildings. Protect
historic buildings and the local building fabric in the Downtown through adaptive reuse and
other strategies.

Housing in Downtown
SHAPE SSF: 2040 GENERAL PLAN
SUB-AREAS 6
108 109
GOAL SA-3: The City promotes new
residential, mixed use, and employment uses
to add business patrons and residents to
create a sustainable and thriving Downtown,
while maintaining a scale and character that is
complementary to existing uses.

INTENT:

To diversify land uses to be mutually beneficial to
residents and businesses.

Policy SA-3.1: Implement the Downtown Station
Area Specific Plan. Continue to implement the
Downtown Station Area Specific Plan and update as
necessary.

Policy SA-3.2: Create mixed use neighborhood
centered along Colma Creek. Create a new mixed
use residential neighborhood centered along Colma
Creek within a short walk of Downtown amenities and
services that provides a range of housing types for all income levels and household groups.

Policy SA-3.3: Balance parking needs and impacts
Downtown. Balance the need for parking to support
a thriving Downtown with the need to minimize the
impacts of parking upon a vibrant pedestrian, bicycle,
and transit-oriented neighborhood.

Policy SA-3.4: Focus housing growth Downtown.

Focus housing growth Downtown around the Caltrain
Station and along Airport Boulevard.

Policy SA-3.5: Encourage Downtown parcel
aggregation. Encourage flexibility in allowing
developers to aggregate parcels.

GOAL SA-4: New opportunities are created
to live Downtown and to protect existing
residents against threats of displacement.

INTENT:

To give all people – current and future – opportunities to live and remain in Downtown.

Policy SA-4.1: Preserve existing affordable housing.

Protect existing residents from displacement by
preserving existing affordable housing, increasing
assistance for renters, and exploring homeownership
models.

Policy SA-4.2: Leverage publicly-owned land
Downtown. Leverage South San Francisco’s inventory
of publicly-owned land Downtown to support housing
affordability.

Policy SA-4.3: Encourage moderate density housing
types. Encourage development of moderate density
housing types to increase the supply and diversity of
housing Downtown.

GOAL SA-5: New improvements are focused
on Grand Avenue and Linden Avenue to restore
these historic corridors to once again being
the focus of the community.

INTENT:

To strengthen and enhance the public realm of Grand
and Linden Avenues.

Policy SA-5.1: Improve Downtown pedestrian and
bicycle network. Construct safe, comfortable, and
accessible pedestrian and bicycle facilities that invite people of all ages and abilities to access Downtown
amenities and services, Caltrain, Colma Creek and
employment in East of 101 and Lindenville through
techniques such as sidewalk bulbing, lighting
improvements, and signage.

Policy SA-5.2: Maintain Downtown properties and
businesses. Support property and business owners
along Grand Avenue and Linden Avenue in efforts to
maintain buildings and upkeep façades, respectively.

Policy SA-5.3: Enhance Downtown streetscapes.

Improve the streetscape along Grand Avenue and
Linden Avenue by incorporating outdoor seating,
lighting, street trees, and other street furniture through the adoption of design guidelines.

Policy SA-5.4: Improve Downtown signage.

Improve connections from Downtown to East of 101,
the Caltrain Station, and Colma Creek by adding
directional signage and improving signage and other
street amenities.

GOAL SA-6: Contextual building design and
development benefits current and future
residents.

INTENT:

To ensure new buildings and development benefits
Downtown residents.

Policy SA-6.1: Develop new buildings to be
compatible with Downtown building scale and
character. Ensure new buildings are developed at a
scale and in a character compatible with Downtown’s
existing historical and physical context.

GOAL SA-7: Airport Boulevard is improved as
a gateway to the city.

Policy SA-7.1: Encourage a mix of uses on Airport
Boulevard. Promote retail, housing opportunities,
hotels, and amenities along Airport Boulevard.

Policy SA-7.2: Encourage active ground floor uses.

Encourage active ground floor uses along Airport
Boulevard in order to foster pedestrian activity along
the corridor.

Policy SA-7.3: Require context-sensitive
design. Require context-sensitive design for new
buildings along Airport Boulevard, including height
transitions, rear setbacks, and use of visual buffers
(e.g., landscaping, fencing) to provide appropriate
transitions between new buildings and existing
residential uses.

Policy SA-7.4: Continue to recognize Gimbal’s/
Bettera Brands as a legacy use. Recognize
Gimbal’s/Bettera Brands as a legacy use; permit it
as a conforming use, allowing for expansion and
contraction as necessary. If in the future Gimbal’s/
Bettera Brands stops operation at this site, require
any new uses or new development of the site to be
in conformance with the Low Density Mixed Use
Designation, and sensitive to the residential uses to
the north.

Policy SA-7.5: Improve Airport Boulevard
streetscape. Improve the streetscape along Airport
Boulevard by incorporating seating, lighting, street
trees, and other street furniture through the adoption
of design guidelines.

Other goals related to Downtown in other Elements
include the following:
• Action CR-1.7.2: Community Emergency Response
Team outreach in community.
• Action ECS-3.1.3: Downtown Center study.
• Policy PR-2.5: Community garden development.
• Goal PR-5: Downtown has improved access to parks,
gathering spaces, and public amenities.
• Policy PR-9.3 Expand childcare options.
• Goal LU-1: Create complete neighborhoods, where
residents can access most of their everyday needs
within a short walk, bike, or transit trip.
• Goal LU-2: Equitable transit-oriented communities
near transit centers, including SamTrans stops and
Caltrain and BART stations, that mix high quality
development, affordable housing, community
services, and improved mobility options.

SHAPE SSF: 2040 GENERAL PLAN
SUB-AREAS 6
110 111
El Camino Real
GOAL SA-8: A range of housing types are
produced for different income levels and
household types along El Camino Real and
throughout the corridor.

INTENT:

To produce a diversity of housing types along
El Camino Real.

Policy SA-8.1: Housing diversity on El Camino Real.

Ensure a mix of affordable and market rate housing
on El Camino, targeting the creation of 5,000housing
units.

Policy SA-8.2: Develop high-density housing.

Develop high-density housing on sites designated as
Urban Residential, which emphasizes higher-density,
multifamily residential development.

Policy SA-8.3: Encourage parcel aggregation along
El Camino Real. Encourage flexibility in allowing nonresidential developers to aggregate parcels.

Policy SA-8.4: Inclusionary housing along El Camino
Real. Encourage developers along El Camino Real
to use State and City inclusionary housing programs
to develop housing for different income levels and
household groups.

Policy SA-8.5: Leverage publicly-owned land along El
Camino Real. Leverage publicly-owned land for future
affordable housing development.

GOAL SA-9: Mixed use development is
encouraged along El Camino Real and business
developed is supported along the corridor.

INTENT:

To provide opportunities to live, work, shop, and dine
along El Camino Real.

Policy SA-9.1: Support implementation of the
entitled residential development on the SFPUC site.

Continue developing the San Francisco Public Utilities
Commission (SFPUC) site off Mission Road as highdensity, mixed use housing and public recreation space that features community resources and attractive
housing options.

Policy SA-9.2: Encourage redevelopment of Winston
Manor Center as mixed use center. Develop Winston
Manor Center (southwest corner of El Camino Real and
Hickey Boulevard) as a mixed use hub that balances
both commercial and residential uses and retains its
grocery store.

GOAL SA-10: The South San Francisco
BART Station is developed as a mixed use
hub; continue to work closely with BART
to coordinate on land use changes and
development near the Station.

INTENT:

To create a variety of housing, gathering spaces, offices, retail, dining, and more to benefit all at the South San Francisco BART station.

Policy SA-10.1: Allow mix of uses at South San
Francisco BART. Encourage a mix of residential,
personal services, restaurants, childcare, markets and
grocery stores, small offices, retail, entertainment, and gathering places and facilitate convenient connections
to the South San Francisco BART Station.

Policy SA-10.2: Intensify residential uses. Encourage
development of higher intensity residential uses on
current big box and shopping centers north of the
BART Station.

Policy SA-10.3: Encourage active ground floor uses
near South San Francisco BART. Encourage active
ground floor uses, such as retail, within a half mile
of the South San Francisco BART station to promote
pedestrian activity.

GOAL SA-11: Active pedestrian-oriented,
mixed use centers are created at the El
Camino Real/Chestnut Avenue area.

INTENT:

To create a variety of housing, gathering spaces, offices, retail, dining, and more to benefit all residents and
visitors at the El Camino Real/Chestnut Avenue area.

Policy SA-11.1: Develop mixed use hub at the El
Camino Real/Chestnut Avenue area. Develop a mixed
use hub at the El Camino Real/Chestnut area with a mix
of residential, personal services, restaurants, markets and grocery stores, small offices, retail, entertainment, and places for gathering, and childcare.

Policy SA-11.2: Develop retail center at El Camino
Real/Chestnut Avenue area. Develop the retail center
located east of Chestnut Avenue and El Camino Real
as an activity center with high-density mixed use
development featuring affordable housing and
retail options.

GOAL SA-12: A hub of activity is developed at
the South Spruce Avenue Area with a mix of
personal services, restaurants, markets and
grocery stores, offices, retail, entertainment,
and gathering places.

INTENT:

To create a variety of gathering spaces, offices, retail, dining, and more to benefit all residents and visitors at the South Spruce area.

Policy SA-12.1: Allow mix of uses in the South Spruce
Avenue area. Preserve and enhance the South Spruce
Avenue Area as a vibrant, neighborhood shopping
destination while allowing office, life sciences, and
biotech development.

Policy SA-12.2: Encourage redevelopment of
Brentwood Shopping Center. Develop a commercial
hub at Brentwood Center on the southwest side of El
Camino Real and South Spruce.

Policy SA-12.3: Create new connections to the
Centennial Way Trail in the South Spruce Avenue
Area. Create new pedestrian connections to the
Centennial Way Trail from El Camino Real.

Policy SA-12.4: Continue to recognize Bimbo’s
Bakery as legacy use. Recognize Bimbo’s as a
legacy use in the South Spruce corridor; permit it
as a conforming use, allowing for expansion and
contraction as necessary. If in the future Bimbo’s stops operation at this site, require any new uses or new
development of the site to be in conformance with the
Low Density Mixed Use Designation, and sensitive to
the residential neighborhoods to the north.

Policy SA-12.5: Continue to recognize See’s Candies
as a legacy use. Recognize See’s Candies as a legacy
use in the El Camino corridor; permit it as a conforming use, allowing for expansion and contraction as
necessary. If in the future See’s Candies stops
operation at this site, require any new uses or new
development of the site to be in conformance with the
Medium Density Mixed Use designation and sensitive to
the residential uses to the north.

Policy SA-12.6: Encourage residential development
within 65 db noise contour. Encourage residential
development in the South Spruce area that are within
the 65 db CNEL contour, provided the interior of a
structure meets the standard indoor 45 db CNEL noise
requirement.

SHAPE SSF: 2040 GENERAL PLAN

SUB-AREAS
6 112 113
GOAL SA-13: A quality public realm along El
Camino Real with appropriate transitions to
nearby neighborhoods.

INTENT:

To ensure El Camino Real has an inviting, memorable
public realm.

Policy SA-13.1: Support small locally-owned
businesses. Continue to provide assistance to support
small locally-owned businesses in the El Camino Real
corridor.

Policy SA-13.2: Implement El Camino Real
streetscape enhancements. Transform El Camino
Real into a boulevard with streetscape enhancements,
including street furniture, signage, consistent
landscaping on medians, and public art that enhance
the appearance of the corridor.

Policy SA-13.3: Require sidewalk widening along El
Camino Real. Where feasible, widen sidewalks in areas
with active ground floor uses and institutional uses
to encourage pedestrian activity and allow for more
space for seating, trees, and landscaping.

Policy SA-13.4: Require context-sensitive design.

Require development projects along El Camino Real
to use architectural transitions, such as setbacks,
transitions in building height, and landscaping, to
adjacent residential properties.

GOAL SA-14: Improved pedestrian, bicycle,
and roadway connections between adjacent
residential neighborhoods and El Camino Real.

INTENT:

To ensure everyone can easily access El Camino Real and nearby neighborhoods.

Policy SA-14.1: Improve pedestrian and bicycle
connections through SFPUC site. Continue developing
the SFPUC site with strong pedestrian and bicycle
connections between the Sunshine Gardens sub-area
and El Camino Real.

Policy SA-14.2: Improve Colma Creek connections
from El Camino Real. Improve existing and create new
connections to Colma Creek from El Camino Real on
public rights-of-way.

Policy SA-14.3: Improve safety of El Camino Real
crossings. Where feasible, employ median refuges,
highly visible crosswalks, and flashing beacons to
improve safety of El Camino Real crossings.

Policy SA-14.4: Improve pedestrian and bicycle
connections to the Centennial Way Trail.

Policy SA-14.5: Maintain roadway connectivity in
El Camino Real. Maintain roadways within El Camino
Real and foster connectivity between El Camino Real
and adjacent neighborhoods.

GOAL SA-15: Opportunities for new
recreational spaces that offer public services,
entertainment options, and open space.

INTENT:

To create opportunities for residents living near El
Camino Real to gather, socialize, and play.

Policy SA-15.1: Continue the Community Civic
Campus. Continue developing the Community Civic
Campus with institutional uses and public spaces.

Policy SA-15.2: Develop outdoor programming
and cultural events. Develop outdoor programming
and cultural events at the public space in front of the Community Civic Campus.

Policy SA-15.3: Create art and gathering spaces
along El Camino Real. Encourage new development
to incorporate public art, public plazas, seating, and
gathering spaces along or near the El Camino Real
corridor.

Other goals related to El Camino in other Elements
include the following: • Policy PR-4.7: Publicly accessible, private open space.
• Goal LU-1: Create complete neighborhoods, where
residents can access most of their everyday needs
within a short walk, bike, or transit trip.
• Action LU-9.1.2: Form-based codes.

East of 101
GOAL SA-16: A new transit-oriented
community in East of 101 with a diverse mix
of uses, places, and programming to inspire
creativity and social interaction that welcome
all South San Francisco residents and visitors
INTENT:

To create an inclusive neighborhood where people
of all incomes can live, access transit, and services
and amenities.

Policy SA-16.1: Require high-density development
near the Caltrain station. Promote density and a
mix of transit-oriented uses adjacent to the Caltrain
Station and along South Airport Boulevard, including
residential, offices, personal services, retail, recreation, and healthcare.

Policy SA-16.2: Implement public realm
improvements near the Caltrain station. Implement
public realm improvements to improve accessibility
to the Caltrain Station, including signage, street trees, landscaping, street furniture, and lighting.

Policy SA-16.3: Create new parks and open spaces in
East of 101. Introduce a new, connected park and open
space system that includes: • A public park within a ten-minute walk to any new residential development East of 101.
• A Colma Creek linear park featuring walking and
cycling paths.
• A recreational greenway between Airport Blvd and
Littlefield Ave.
• A recreational greenway between Forbes Blvd and
Oyster Point Blvd that extends into the Genentech
Master Plan Area and connects to the San Francisco
Bay Trail.
• Class I pedestrian routes that connect East of 101
with Downtown and Lindenville.

Policy SA-16.4: Adequate public services in East of
101. Coordinate with the South San Francisco Unified
School District and public services, including the
South San Francisco Fire Department and the South
San Francisco Police Department, to ensure public
services can accommodate growth impacts of new
development in the East of 101 area.

Policy SA-16.5: Encourage development of hotels
near the Caltrain Station. Encourage development of
hotels within walkable distance of the Caltrain Station.

New Development in East of 101
SHAPE SSF: 2040 GENERAL PLAN

SUB-AREAS
6 114 115
GOAL SA-17: Sufficient housing is built to
provide for a range of housing types for
different income levels and household types
and that sustains services and amenities to
support residents and businesses.

INTENT:

To provide opportunities for housing East of 101 to be
all inclusive.

Policy SA-17.1: Develop affordable and market rate
housing in East of 101. Ensure a mix of affordable and
market rate housing East of 101, targeting the creation of 4,800 units.

Policy SA-17.2: Leverage publicly-owned land for
affordable housing. Leverage publicly-owned land,
including Caltrans-owned parcels, for future affordable housing development.

Policy SA-17.3: Incentivize housing near the Caltrain
Station. Incentivize developers to build affordable
housing near the Caltrain Station via density and
height bonuses beyond State-required bonuses.

Policy SA-17.4: Create standards for housing design
that mitigate for air quality impacts. For housing
within 500 feet of highways and stationary sources of
pollution, require design mitigation actions including: • Locate air intake systems for heating, ventilation, and air conditioning (HVAC) systems as far away from
existing air pollution sources as possible.
• Use high-efficiency particulate air (HEPA) filters in the HVAC system and develop a maintenance plan to
ensure the filtering system is properly maintained.
• Use only fixed windows next to any existing sources
of pollution.
• Plant landscape barriers between highways and
residential areas to reduce noise and air pollution for residents.

Walking Path and Bee Colony in East of 101 Sub-Area
GOAL SA-18: A well-connected and accessible
district with high-quality transit and walking
and biking paths that seamlessly connect East
of 101 with Downtown, Lindenville and the rest
of the City.

INTENT:

To connect residents, employees, and visitors within
East of 101, the rest of the city, and the region.

Policy SA-18.1: Require small block sizes for new
residential neighborhoods. Require that new
residential neighborhoods near the Caltrain Station
be developed with small block sizes to facilitate
convenient vehicular and pedestrian connections
through the neighborhood.

Policy SA-18.2: Improve sidewalk and related
pedestrian amenities. Require and finance sidewalk
improvements to provide shade, street furniture, and
other amenities for pedestrians to create an attractive public realm along corridors.

Policy SA-18.3: Improve pedestrian and bicycle
infrastructure to the San Francisco Bay Ferry
Terminal. Improve pedestrian and bicycle
infrastructure to provide convenient last mile
connections to the San Francisco Bay Ferry Terminal.

Policy SA-18.4: Maintain roadway connections.

Maintain roadways within East of 101 and foster
connectivity between East of 101 and the rest of South
San Francisco.

Policy SA-18.5: Encourage parcel assembly within
Beacon Street corridor. Encourage parcel assembly
and master planning in areas designated Business
Technology Park High along Beacon Street.

GOAL SA-19: Vehicle trips are minimized through
parking requirements, Transportation Demand
Management, and alternative travel modes.

INTENT:

To reduce reliance on automobiles in East of 101.

Policy SA-19.1: Evaluate a Transportation Management
Authority (TMA). Evaluate development of a Transportation Management Authority (TMA) or other district governance.

Policy SA-19.2: Explore a vehicle trip cap for East of 101.

Explore a vehicle trip cap for East of 101.

Policy SA-19.3: Integrate emerging transit services into East of 101. Explore opportunities to integrate emerging, high-quality transit services into East of 101.

Policy SA-19.4: Implement mobility hubs. Evaluate
implementation of “mobility hubs,” which are places
where different travel networks (including walking, biking, transit, and shared mobility) meet and provide convenient connections to destinations at the Caltrain Station, South San Francisco BART Station, and the South San Francisco Ferry Terminal.

Policy SA-19.5: Study parking strategies.Study potential parking strategies for East of 101, including parking
maximums, parking fees, and shared parking.

Policy SA-19.6: Develop employee-serving amenities.

Encourage the development of employee-serving amenities with restaurants, cafes, support commercial establishments such as dry-cleaners, to meet the needs of the employees in the East of 101 area. Allow such amenities to be excluded from Floor Area Calculations.

East of 101 Sub-Area
Colma Creek in East of 101 Sub-Area
SHAPE SSF: 2040 GENERAL PLAN
6 116

SUB-AREAS
117
GOAL SA-20: The creativity of the district is
harnessed to create collaborative solutions to
complex district challenges, such as sea level
rise and traffic congestion.

INTENT:

To create a safe, connected, and resilient district.

Policy SA-20.1: Explore funding mechanisms to
finance East of 101 district improvements. Explore
funding mechanisms to finance East of 101 district
improvements.

GOAL SA-21: Continue to promote
the expansion of an innovation district with
R&D uses in the northern portion of the East
of 101 area.

INTENT:

To foster innovation and growth R&D companies in East
of 101.

Policy SA-21.1: Promote urban campus-style life
science uses. Promote campus-style R&D uses for life
science and other innovative companies.

Policy SA-21.2: Restrict warehousing and
distribution uses in Business Technology Park areas.

Do not permit any new warehousing and distribution
north of East Grand Avenue or in areas designated
Business Technology Park or Business Technology Park
High.

Policy SA-21.3: Allow building heights in the East of
101 area to the maximum limits permitted under
Federal Aviation regulations. Allow building heights in the East of 101 area to the maximum limits permitted
under Federal Aviation regulations.

Other goals related to East of 101 in other Elements
include the following: • Policy CP-8.3: Recycled water supply. • Action CR-1.3.2: Municipal building and facility sea level rise studies.
• Policy CR-2.2: Types of adaptation solutions. • Policy CR-2.3: Green infrastructure to reduce flooding.
• Policy CR-2.6: Redevelopment in sea level rise
inundation zones.
• Policy CR-2.8: Public and quasi-public partnerships
to minimize the impacts of sea level rise.
• Policy PR-2.6: Plan for new parks in East of 101 and
Lindenville.
• Policy PR-4.7: Publicly accessible, private open
space.
• Policy LU-1.7: Create new Lindenville and East of
101 mixed use neighborhoods.
• Goal LU-2: Equitable transit-oriented communities
near transit centers, including SamTrans stops and
Caltrain and BART stations, that mix high quality
development, affordable housing, community
services, and improved mobility options.
• Goal LU-5: South San Francisco remains a hub of
R&D employment, operations, and innovation and
is home to the largest worldwide cluster of life
science uses.
• Goal LU-6: Opportunities for industrial uses to
thrive in Lindenville and East of 101.
• Action LU-9.1.2: Form-based codes.

South City Lumber
SHAPE SSF: 2040 GENERAL PLAN

SUB-AREAS
6 118 119
Lindenville
GOAL SA-22: A new residential neighborhood
centered along Colma Creek within a short
walk of Downtown amenities and services that
provides a range of housing types for different
income levels and housing types.

INTENT:

To provide opportunities for everyone to live and access services in Lindenville.

Policy SA-22.1: Introduce a mix of affordable and
market rate housing in Lindenville.

Policy SA-22.2: Encourage lot assembly to facilitate
housing and mixed use development in Lindenville.

Encourage the assemblage of adjacent parcels by
providing greater development incentives for master
planned redevelopment in areas of Lindenville
transitioning to residential or mixed use development
than would be available for development on a parcelby-parcel basis.

Policy SA-22.3: Golden Gate Produce Terminal and
Park ‘N Fly sites. Encourage parcel assemblage of the
Park ‘N Fly site (160 Produce Avenue) and the Golden
Gate Produce Terminal site (131 Terminal Court) and
encourage developers to create a master plan for
mixed use development on the combined parcels.

Policy SA-22.4: Placemaking and infrastructure
improvements in areas to be developed with
residential uses. Prioritize placemaking and
infrastructure improvements in areas that currently
have non-residential uses that have Medium Density
Mixed Use or High Density Mixed Use designations.

Policy SA-22.5: Require buffering of residential
uses in Lindenville. Ensure residential land uses
are buffered from heavy industrial uses and major
roadways via landscaping, street trees, and attractive
fences and walls.

Policy SA-22.6: Require small block sizes for new
residential neighborhoods. Where possible, ensure
the new residential neighborhood near Colma Creek
is developed with small block sizes to facilitate
convenient vehicular and pedestrian connections
through the neighborhood.

Policy SA-22.7: Adequate public services in
Lindenville. Coordinate with the South San
Francisco Unified School District and City public
services, including the Fire Department and the
Police Department, to ensure public services
can accommodate growth impacts of this new
development in Lindenville.

GOAL SA-23: Living, working, and shopping
options are expanded in new mixed use
neighborhoods in Lindenville.

INTENT:

To provide Lindenville residents and employees options
to live, shop, dine, and work in the neighborhood.

Policy SA-23.1: Create active mixed use corridor
along South Spruce Avenue. Create an active
mixed use corridor along South Spruce Avenue with
retail, housing opportunities, gathering spaces, and
amenities.

Policy SA-23.2: Encourage active ground floor uses.

Encourage active ground floor uses along South Spruce
Avenue in order to foster pedestrian activity along the corridor.

Policy SA-23.3: Improve the South Spruce Avenue
streetscape. Improve the streetscape along South
Spruce Avenue by incorporating seating, lighting,
street trees, and other street furniture through the
adoption of design guidelines.

Policy SA-23.4: Encourage South Spruce Avenue
building continuity. Encourage building continuity
along the South Spruce corridor, with buildings
oriented to the street, landscaping, and parking
located behind buildings.

Policy SA-23.5: Support retail and dining
opportunities in Lindenville. Support retail and
dining opportunities to serve employees and future
residents in Lindenville.

Policy SA-23.6: Provide convenient connections
to amenities and services. Provide convenient
connections to the node of amenities and services at El Camino Real and South Spruce Avenue.

GOAL SA-24: Colma Creek is transformed
and new open spaces are created to provide
opportunities for social interaction, recreation,
flood protection, and urban ecology.

INTENT:

To create a vibrant, walkable Colma Creek that is usable by everyone in South San Francisco.

Policy SA-24.1: Transform Colma Creek into a
walkable amenity. Transform Colma Creek into a
walkable amenity for all users by improving sidewalk
conditions and incorporating lighting, public art, street furniture, street trees, and landscaping.

Policy SA-24.2: Create development standards for
construction adjacent to Colma Creeks. Maintain
standards and guidelines for new construction within
150 feet of the inner edge of the Colma Creek canal.

This includes: • Requiring no net new impervious areas. • Maintaining (or increasing) building setbacks to support habitat areas.
• Encouraging new construction to construct
bioswales or similar features to treat runoff before it enters the creek:
• Using a planting palette consisting of native species and species that provide valuable resources for
native wildlife.

Policy SA-24.3: Promote high-quality building
design. Promote high-quality building design along
Colma Creek.

SHAPE SSF: 2040 GENERAL PLAN
SUB-AREAS 6
120 121
GOAL SA-25: A core area of light industrial
and service uses that provide jobs for South
San Francisco residents are preserved.

INTENT:

Preserve South San Francisco’s “industrial city” heritage and provide employment opportunities that match
skillsets of local residents.

Policy SA-25.1: Minimize land use compatibility
conflicts. Minimize land use compatibility conflicts
that discourage attraction and retention of production, distribution, and service and repair businesses in areas zoned for industrial use.

Policy SA-25.2: Continue to recognize the Golden
Gate Produce Terminal as a legacy use. Recognize the
Golden Gate Produce Terminal as a legacy use; permit
it as a conforming use, allowing for expansion and
contraction as necessary. If in the future the Golden
Gate Produce Terminal stops operation at this site,
require any new uses or new development of the site to
be in conformance with the Mixed Industrial
High Designation.

Policy SA-25.3: Buffer residential neighborhoods
from industrial uses. Buffer heavy industrial uses and
light industrial uses, such as general services, light
manufacturing, and storage uses from residential
neighborhoods.

Policy SA-25.4: Preserve the existing “core” of
industrial land uses. Preserve the existing “core” of
industrial land uses south of Victory Avenue.

Policy SA-25.5: Retain industrial uses. Within the
Mixed Industrial High area, ensure that a full range of industrial uses continue to be permitted as conforming
uses and limit non-industrial uses.

Policy SA-25.6: Adjust parking requirements
for industrial uses. Adjust zoning and parking
requirements as necessary to ensure reinvestment can
occur in buildings while maintaining industrial uses.

GOAL SA-26: Industries, artists, institutions,
and programs that spur the creative economy
are supported.

INTENT:

To spur creative industries and the creative economy.

Policy SA-26.1: Create an arts and cultural district.

Explore an Arts and Cultural District in Downtown and
Lindenville to support artists and creative businesses.

Policy SA-26.2: Incentivize makers and artists.

Incentivize growth of commercial spaces suitable and
affordable for makers and artists through development
requirements and community benefits.

Policy SA-26.3: Encourage affordable art spaces.

Actively encourage affordable arts spaces through
use classifications in the zoning code and streamlined
permitting in the Industrial Transition Zone.

Policy SA-26.4: Encourage live/work industrial uses.

Encourage live/work industrial uses in a buffer area
between the High Density Mixed Use neighborhood
along Colma Creek and existing industrial uses to the
south of Victory Avenue.

Policy SA-26.5: Encourage lot assembly. Encourage
lot assembly to allow businesses to grow and expand
in Lindenville.

GOAL SA-27: There are safe, comfortable,
and accessible pedestrian and bicycle facilities
that connect people to Downtown, El Camino,
and East of 101.

INTENT:

To foster pedestrian and bicycle connectivity from
Lindenville to Downtown, El Camino Real, and East of 101.

Policy SA-27.1: Provide connections to and across
Colma Creek. Provide connections from the High
Density Mixed Use Neighborhood to Colma Creek and
across Colma Creek to Downtown South San Francisco.

Policy SA-27.2: Incorporate street trees, lighting,
and landscaping. Incorporate street trees, lighting,
and landscaping along roadways, prioritizing South
Spruce Avenue, Linden Avenue, and Victory Avenue.

Policy SA-27.3: Improve sidewalk conditions and
amenities. Improve sidewalk conditions, signage
lighting, and street furniture along Tanforan Avenue,
Colma Creek, San Mateo Avenue, and connections to
Colma Creek and the Centennial Way Trail.

Policy SA-27.4: Develop new roadway connections to
better connect people to and within Lindenville.

GOAL SA-28: High-quality, transit-oriented
employment uses adjacent to the San Bruno
BART Station.

INTENT:

To implement the goals and development vision of
the Southline Specific Plan, creating an integrated
commercial campus with high-quality development and
infrastructure improvements.

Policy SA-28.1: Establish transit-oriented
commercial campus. Establish a commercial campus
development with sophisticated, unified architectural
and landscape design and site planning, resulting in a
distinctive campus identity and strong sense of place.

Policy SA-28.2: Provide pedestrian network
connecting campus to surrounding areas and San
Bruno BART Station. Provide pedestrian network
connecting campus to surrounding areas and San
Bruno BART Station.

Policy SA-28.3: Redevelop underutilized parcels.

Redevelop underutilized parcels within the Specific
Plan area to realize the highest and best use of the land by increasing the intensity of the land uses.

Policy SA-28.4: Require transition from adjacent
residential neighborhood. Incorporate setbacks,
landscape buffers, and other site design features to
create an effective transition from the Specific Plan
area to the residential neighborhood south of
Tanforan Avenue.

Policy SA-28.5: Require sustainable and
environmentally sensitive design. Incorporate
sustainable and environmentally sensitive design
and equipment, energy conservation features, water
conservation measures and drought-tolerant or
equivalent landscaping, and sustainable stormwater
management features.

SHAPE SSF: 2040 GENERAL PLAN
SUB-AREAS 6
122 123
Other goals related to Lindenville in other Elements
include the following:
• Policy CR-2.3: Green infrastructure to reduce
flooding.
• Policy CR-3.1: Colma Creek adaptation solutions.
• Policy PR-2.6: Plan for new parks in East of 101 and
Lindenville.
• Policy PR-4.7: Publicly accessible, private open
space.
• Policy PR-9.3 Expand childcare options.
• Goal LU-1: Create complete neighborhoods, where
residents can access most of their everyday needs
within a short walk, bike, or transit trip.
• Policy LU-1.7: Create new Lindenville and East of 101 mixed use neighborhoods.
• Goal LU-6: Opportunities for industrial uses to thrive in Lindenville and East of 101.
• Action LU-9.1.2: Form-based codes.

Avalon-Brentwood
GOAL SA-29: Avalon-Brentwood is a
walkable, attractive, and safe neighborhood
with a variety of housing options, accessible
recreational amenities, and quality
infrastructure.

Policy SA-29.1: Provide connections to El Camino
Real and South Spruce Avenue. Provide convenient
bicycle, pedestrian, and auto connections to the node
of amenities and services at El Camino Real and South
Spruce Avenue and within the sub-area.

Policy SA-29.2: Allow annexation on a case-by-case
basis. Allow annexation on a case-by-case basis for
lots that are contiguous to South San Francisco City
limits in the event owners request annexation into the
City of South San Francisco.

Other goals related to Avalon-Brentwood in other
Elements include the following:
• Goal LU-4: High-quality residential neighborhoods.

Orange Park
GOAL SA-30: There are context-sensitive
transitions from El Camino Real and South
Spruce Avenue to residential uses in
Orange Park.

Policy SA-30.1: Require context-sensitive design.

Require context-sensitive design for new buildings
along El Camino Real and South Spruce Avenue,
including height transitions, rear setbacks, and use of visual buffers (e.g., landscaping, fencing) to provide
appropriate transitions between new buildings and
existing residential uses.

GOAL SA-31: Pedestrian connections,
recreational amenities, and streetscapes are
improved in Orange Park.

Policy SA-31.1: Implement Orange Memorial
Park Master Plan. Continue efforts to implement
the Orange Memorial Park Master Plan. Continue
to implement stormwater capture projects like the
Orange Memorial Park updates to improve water
quality and increase trash capture in the Colma Creek
watershed.

Policy SA-31.2: Improve Centennial Way Trail
Connections to Orange Park. Improve pedestrian and
bicycle connections to the Centennial Way Trail, and to the El Camino Real and Downtown sub-areas.

Policy SA-31.3: Improve South San Francisco High
School connections. Ensure pedestrian and bicycle
crossings to South San Francisco High School are safe
and well-marked.

Policy SA-31.4: Provide connections to El Camino
Real and South Spruce Avenue. Provide convenient
connections to the node of amenities and services at El Camino Real and South Spruce Avenue.

Other goals related to Orange Park in other Elements
include the following:
• Action PR-2.1.2: Orange Memorial Park Master Plan
completion.
• Goal LU-4: High-quality residential neighborhoods.

Paradise Valley/Terrabay
GOAL SA-32: Paradise Valley/Terrabay
is a safe and walkable neighborhood with
convenient access to amenities.

Policy SA-32.1: Expand parks and open space.

Expand parks and open space by evaluating
opportunities along the PG&E corridor, the north face
of Sign Hill, and the Terrabay Open Space.

Policy SA-32.2: Improve pedestrian connections
to mixed use area. Enhance pedestrian connections
to the new mixed use commercial area near Linden
Avenue and Airport Boulevard and to Downtown
South San Francisco through strategies such as
sidewalk bulb-outs, signage, lighting, and sidewalk
improvements.

Policy SA-32.3: Regulate development on steep
hillside areas. Prohibit development on steep hillside
areas in excess of 30% grade. Development of hillside
sites should follow existing contours to the greatest
extent possible. Grading should be kept to a minimum.

Policy SA-32.4: Improve pedestrian access to the
San Bruno Mountains. Improve pedestrian access to
the San Bruno Mountains by identifying public access
points.

Policy SA-32.5: Create buffering from US-101. Create
landscaping buffers and other buffers to reduce noise,
visual, and air quality impacts from US-101.

Policy SA-32.6: Beautify Peck’s subdivision. Beautify
Peck’s subdivision with trees and provide convenient
connections to amenities on Linden Avenue.

Policy SA-32.7: Preserve the north side of Sign Hill.

Preserve a substantial portion of the north side of Sign Hill as public or private open space.

Policy SA-32.8: Limit development and excessive
grading on the north side of Sign Hill. Limit the
amount of development allowed on the north side of
Sign Hill (discretionary at one unit per acre maximum).

Do not permit excessive grading of this portion of the
hill or clustering of development in the future.

Other goals related to Paradise Valley/Terrabay in
other Elements include the following:
• Goal LU-4: High-quality residential neighborhoods.
• Policy CR-4.3: Hillside area development standards.
• Policy PR-2.5: Community garden development.
• Goal LU-4: High-quality residential neighborhoods.

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Sign Hill
GOAL SA-33: Sign Hill is a walkable and
attractive neighborhood that maintains a
variety of housing options.

Policy SA-33.1: Preserve and protect open space on
Sign Hill and protect from fire hazard risk. Preserve
and protect open space on Sign Hill and protect from
fire hazard risk.

Policy SA-33.2: Improve pedestrian connections
to Sign Hill. Improve pedestrian connections from
residential neighborhoods to Downtown South
San Francisco and Sign Hill open space access
points, including Poplar Avenue, Ridgeview Court,
and Diamond Avenue, by maintaining unimpeded
sidewalks and incorporating wayfinding signage.

Policy SA-33.3: Preserve the federally-designated
Sign Hill historic site. Preserve the federallydesignated Sign Hill historic site.

Other goals related to Sign Hill in other Elements
include the following:
• Policy CR-4.3: Hillside area development standards.
• Policy CR-5.1: Sign Hill wildfire mitigation.
• Policy PR-2.5: Community garden development.
• Policy PR-3.3: Public access points to open spaces.
• Goal LU-4: High-quality residential neighborhoods.

Sunshine Gardens
GOAL SA-34: There is new residential infill
development in proximity to the South San
Francisco BART Station, Mission Road, and El
Camino Real.

Policy SA-34.1: Expand housing opportunity. Expand
housing opportunity in Sunshine Gardens by working
with the County of San Mateo to evaluate multifamily
housing on the County-owned site along Mission Road.

GOAL SA-35: Streetscapes are improved and
connections are made to the wider South San
Francisco community and create more public
open spaces and gathering spaces for the
benefit of the community.

Policy SA-35.1: Improve connections to Civic Center
Campus. Foster pedestrian and bicycle connections
to the Civic Center Campus so Sunshine Gardens
residents can conveniently access the Library, theater, community facilities, and open space to be developed
on the site.

Policy SA-35.2: Identify streetscape improvement
opportunities. Identify streetscape improvement
opportunities between Sunshine Gardens and regional
hubs including BART and Kaiser medical campus.

Policy SA-35.3: Improve crossings near the South
San Francisco BART station. Improve safety of
bicycle and pedestrian crossings near the South San
Francisco BART Station and El Camino High School by
incorporating bulb-outs and improving the visibility of crossings.

Policy SA-35.4: Collaborate with SSFUSD to provide
access to SSFUSD sites recreational facilities.

Collaborate more closely with the South San Francisco
Unified School District to make recreational facilities at El Camino High and Sunshine Gardens Elementary
School more accessible to the community.

Policy SA-35.5: Support commercial building
upkeep. Develop a mechanism to support building
upkeep and maintenance, signage, and façade
improvements for businesses on Mission Road.

Policy SA-35.6: Monitor vacant and underutilized
site conversion. Monitor vacant and underutilized
sites in Sunshine Gardens to consider for conversion
into park facilities.

Other goals related to Sunshine Gardens in other
Elements include the following:
• Policy PR-2.5: Community garden development.
• Action PR-4.2.1: Sunshine Gardens Shared use
agreement
• Goal LU-4: High-quality residential neighborhoods.

Westborough
GOAL SA-36: There is new residential infill
development and recreational and childcare
amenities in Westborough.

Policy SA-36.1: Allow mixed use shopping centers.

Create a complete neighborhood by allowing mixed
use activity centers, introducing new housing at the
Westborough Shopping Center and the shopping
center at Gellert Boulevard and Westborough Blvd.

Policy SA-36.2: Provide childcare in Westborough.

Explore development of a new childcare center to serve
Westborough residents in the Westborough shopping
center.

Policy SA-36.3: Encourage infill housing
development in Westborough. Expand housing
opportunity in Westborough by encouraging smallscale residential infill development (e.g., ADUs) in existing residential neighborhoods and working
with the South San Francisco Unified School District
to convert the Foxridge School site to park space
and housing that offers affordable, teacher housing
opportunities.

Policy SA-36.4: Expand parks and walking trails
in Westborough. Expand access to parks and active
transportation opportunities in Westborough.

SHAPE SSF: 2040 GENERAL PLAN
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GOAL SA-37: Access to services, recreational
opportunities, commercial development, and
housing is improved in Westborough.

Policy SA-37.1: Create Gateway signage in
Westborough. Enhance gateway signage along
Junipero Serra Boulevard into South San Francisco.

Policy SA-37.2: Improve connections to public
services. Improve connections to public services,
including senior services and community centers,
by developing a shuttle system or bringing “pop-up”
services to the Westborough neighborhood.

Other goals related to Westborough in other Elements
include the following:
• Policy PR-2.5: Community garden development.
• Policy PR-4.3: Former school sites.
• Policy PR-9.3: Expand childcare options.
• Goal LU-1: Create complete neighborhoods, where
residents can access most of their everyday needs
within a short walk, bike, or transit trip.
• Goal LU-4: High-quality residential neighborhoods.

Winston Serra
GOAL SA-38: New residential infill
development is encouraged in Winston Serra.

Policy SA-38.1: Explore housing development and
open space on Serra Vista school site. Work with the
South San Francisco Unified School District to evaluate a medium-density housing development and a publicly
accessible open space on the former Serra Vista
school site.

GOAL SA-39: Access to local and city-wide
services and park spaces in Winston Serra is
improved.

Policy SA-39.1: Develop new parks in Winston Serra.

Develop new parks in Winston Serra.

Policy SA-39.2: Collaborate with SSFUSD to provide
access to Buri Buri Elementary recreational
facilities. Collaborate more closely with the South San Francisco Unified School District to make recreational
facilities at Buri Buri Elementary School more
accessible to the community.

Other goals related to Winston Serra in other Elements
include the following:
• Policy PR-2.5: Community garden development.
• Policy PR-4.3: Former school sites.
• Policy PR-9.3: Expand childcare options.
• Goal LU-4: High-quality residential neighborhoods.

IMPLEMENTATION ACTIONS
Policy Implementation Action Priority Primary Responsibility Downtown
GOAL SA-1: The City supports existing neighborhood commerce and provides opportunities to expand commercial Downtown.

Policy SA-1.3
Action SA-1.3.1: Create space for community-based organizations. Study the potential to incentivize retention of commercial spaces affordable for community-based organizations through development requirements.

Medium Planning Division (ECD)
GOAL SA-2: The history and culture of Downtown and its residents are celebrated through arts and cultural resources.

Policy SA-2.1
Action SA-2.1.1: Establish arts and cultural district. Explore establishing an Arts and Cultural District in Downtown and Lindenville to support artists and creative businesses. Medium Planning Division (ECD) Action SA-2.1.2: Incentivize artist and makers spaces. Incentivize growth of commercial spaces suitable and affordable for makers and artists through development requirements and community benefits.

Low Planning Division (ECD)
Action SA-2.1.3: Downtown marketing and branding. Strengthen Downtown’s cultural identity by marketing and branding art, public spaces, wayfinding signage, community markers, and other informational signage in culturally-relevant ways.

Medium Economic Development and
Housing Division (ECD)
Action SA-2.1.4: Develop Downtown Gateways: Develop design elements and gateways that celebrate Downtown’s unique arts and cultural identity. Medium Planning Division (ECD) Action SA-2.1.5: Encourage community events and programming. Encourage community events and programming Downtown, including youth activities and opportunities for cultural programming. Medium Parks Division (P&R) GOAL SA-3: The City promotes new residential, mixed use, and employment uses to add business patrons and residents to create a sustainable and thriving Downtown, while maintaining a scale and character that is complementary to existing uses.

Policy SA-3.1 Action SA-3.1.1: Engage with community on Downtown growth. Engage with the Downtown community to understand priorities and desired benefits resulting from Downtown growth. Medium City Manager Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities.

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Policy Implementation Action Priority Primary Responsibility GOAL SA-4: New opportunities are created to live Downtown and to protect existing residents against threats of displacement.

Policy SA-4.1 Action SA-4.1.1: Homeownership expansion. Evaluate potential for community land trusts and/or other shared equity homeownership models to expand homeownership Downtown. Medium Economic Development and Housing Division (ECD) GOAL SA-5: New improvements are focused on Grand Avenue and Linden Avenue to restore these historic corridors to once again being the focus of the community.

Policy SA-5.2
Action SA-5.2.1: Support Downtown business upkeep and maintenance. Develop a mechanism, such as a business improvement district or similar program, to support building upkeep and maintenance, signage, and façade improvements for Grand Avenue and Linden Avenue businesses.

Medium Economic Development and
Housing Division (ECD)
El Camino Real
GOAL SA-8: A range of housing types are produced for different income levels and household types along El Camino Real and throughout the corridor.

Policy SA-8.1
Action SA-8.1.1: Remove ground floor retail requirement. Update the Zoning Ordinance to remove ground floor retail requirement along the corridor to allow for residential-only buildings with a focus on active ground-floor uses and design.

High Planning Division (ECD)
Policy SA-8.5
Action SA-8.5.1: Facilitate affordable housing development on the Municipal Services Building site. Facilitate development of affordable housing with community-serving amenities, such as open space or recreational facilities, on the Municipal Services Building site.

Low Planning Division (ECD)
GOAL SA-9: Mixed use development is encouraged along El Camino Real and business developed is supported along the corridor.

Policy SA-9.1
Action SA-9.1.1: Allow mixed use development along Mission Road. Update the Zoning Ordinance to allow mixed use development, including housing and non-residential uses, along portions of Mission Road.

High Planning Division (ECD)
GOAL SA-10: The South San Francisco BART Station is developed as a mixed use hub; continue to work closely with BART to coordinate on land use changes and development near the Station.

Policy SA-10.1
Action SA-10.1.1: Coordinate with BART on developing housing at SSF BART station.

Coordinate with BART to conduct studies to determine the feasibility of developing the surface parking lot on Mission Road into housing.

Low Planning Division (ECD)
Action SA-10.1.2: Create station area access plan. Prepare a station area access plan for the South San Francisco BART Station that includes street, sidewalk, biking, and infrastructure improvements.

Medium Planning Division (ECD)
Policy Implementation Action Priority Primary Responsibility GOAL SA-11: Active pedestrian-oriented, mixed use centers are created at the El Camino Real/Chestnut Avenue area.

Policy SA-11.1
Action SA-11.1.1: Reduce building heights to be consistent with residential height allowances Downtown. Update the El Camino Real/Chestnut Avenue Specific Plan to reduce maximum allowable building heights in the Chestnut Avenue corridor, but not the allowable residential densities.

High Planning Division (ECD)
Action SA-11.1.2: Continue to implement the El Camino Real/Chestnut Avenue Area Plan.

Continue to implement the El Camino Real/Chestnut Avenue Area Plan and update as necessary. Low Planning Division (ECD) GOAL SA-12: A hub of activity is developed at the South Spruce Avenue Area with a mix of personal services, restaurants, markets and grocery stores, offices, retail, entertainment, and gathering places.

Policy SA-12.1
Action SA-12.1.1: Increase residential densities in proximity to El Camino Real and South Spruce Avenue. Update the Zoning Ordinance to increase maximum allowed densities near the intersection of South Spruce Avenue and El Camino Real to accommodate higher-density mixed use development at and around this intersection.

High Planning Division (ECD)
Policy SA-12.6
Action SA-12.6.1: Review consistency with San Francisco International Airport Land Use Compatibility Plan. Review the San Francisco International Airport Land Use Compatibility Plan (ALUCP) and as needed, update the City of South San Francisco’s General Plan to be in conformance with land use compatibility standards in the ALUCP. In the event that updates to the ALUCP allow residential land uses on suitable sites on the El Camino Real corridor where residential is not currently permitted, update the General Plan to allow Urban Residential uses.

Low Planning Division (ECD)
GOAL SA-13: A quality public realm along El Camino Real with appropriate transitions to nearby neighborhoods.

Policy SA-13.1
Action SA-13.1.1: Business support for El Camino Real businesses. Develop a mechanism to support building upkeep and maintenance, signage, and façade improvements for El Camino Real businesses.

Medium Economic Development and
Housing Division (ECD)
SHAPE SSF: 2040 GENERAL PLAN
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Policy Implementation Action Priority Primary Responsibility GOAL SA-14: Improved pedestrian, bicycle, and roadway connections between adjacent residential neighborhoods and El Camino Real.

Policy SA-14.3
Action SA-14.3.1: Implement El Camino Real wayfinding signage. Add wayfinding signage to improve connections to the South San Francisco BART station, Kaiser Permanente Medical Center, Colma Creek, and the Centennial Way Trail.

Medium Planning Division (ECD)
Policy SA-14.4
Action SA-14.4.1: Chestnut Avenue and Antoinette Lane intersection improvement. Provide and maintain safe and convenient pedestrian and bicycle connections, including via improved signage, lighting, and flashing beacons, along Antoinette Lane across Chestnut Avenue to link the two ends of the Centennial Way Trail.

Medium Planning Division (ECD)
Policy SA-14.5 Action SA-14.5.1: New Roadway connection in El Camino Real in SFPUC / Kaiser area. Study potential to connect Sequoia Avenue and Las Flores Avenue across El Camino Real. Low Planning Division (ECD) East of 101
GOAL SA-16: A new transit-oriented community in East of 101 with a diverse mix of uses, places, and programming to inspire creativity and social interaction that welcome all South San Francisco residents and visitors.

Policy SA-16.1 Action SA-16.1.1: Introduce shared district parking. Introduce shared, district parking facilities to support visitors and employees. Medium Planning Division (ECD) Policy SA-16.2
Action SA-16.2.1: Develop retail, restaurants, and vendors strategy. Develop a retail, restaurant, and mobile vendors strategy to support diverse populations, including residents and workers.

Medium Planning Division (ECD)
GOAL SA-17: Sufficient housing is built to provide for a range of housing types for different income levels and household types and that sustains services and amenities to support residents and businesses.

Policy SA-17.1
Action SA-17.1.1: Designate residential priority sites. Designate residential priority sites, which require a specific amount of future development projects be dedicated to residential land use. Medium Planning Division (ECD) Action SA-17.1.2: Remove parking minimums in East of 101. Remove parking minimums in East of 101. Medium Planning Division (ECD)
Policy Implementation Action Priority Primary Responsibility Policy SA-17.1
Action SA-17.1.3: Encourage property assemblage and master planning along South Airport Boulevard. Encourage the assemblage of adjacent parcels by providing greater development incentives for master planned redevelopment along South Airport Boulevard than would be available for development on a parcel-by-parcel basis.

Medium Planning Division (ECD)
Action SA-17.1.4: South Airport Boulevard Specific Plan. Develop a Specific Plan with design guidelines for residential uses for South Airport Boulevard. Medium Planning Division (ECD) GOAL SA-18: A well-connected and accessible district with high-quality transit and walking and biking paths that seamlessly connect East of 101 with Downtown, Lindenville and the rest of the City.

Policy SA-18.4
Action SA-18.4.1: Create new connection between Lindenville and East of 101. Study potential for creating a roadway connection from Utah Avenue to San Mateo Avenue over US-101 to connect Lindenville with East of 101.

Medium Engineering Division (PW)
Action SA-18.4.2: Study other potential roadway connections. Study potential for creating the following roadway connections:
• Utah Avenue and San Mateo Avenue, across US-101.
• Haskins Bridge connecting Haskins Way in the north to N. Access Road to the south • Oyster Point Bridge connecting Oyster Point Boulevard cul-de-sac to Sierra Point • Connect Gateway Boulevard to Sylvester Road and Littlefield Avenue using railroad right-of-way • Extend Littlefield Avenue from E. Grand Avenue to Cabot Road cul-de-sac, Forbes Boulevard, Carlton Court, and Eccles Avenue
• Eccles Avenue and Forbes Boulevard between Rozzi Place and 560 Eccles Avenue driveway • Replace Poletti Way off-ramp with Grand Ramp flyover to provide direct access to Grand/ Dubuque intersection for US 101/NB
• Point San Bruno Boulevard and E. Grand Avenue dead-end • Connect W. Harris Avenue cul-de-sac with E. Harris Avenue and extend E. Harris Avenue to Littlefield Avenue
• Extend Roebling Road across E. Grand Avenue to connect to new connection using railroad right-of-way
Medium Planning Division (ECD)
Action SA-18.4.3: Create roadway maintenance schedule. Prioritize roadway maintenance in the sub-area by developing a schedule in collaboration with Public Works. Where feasible, align this effort with new construction projects.

Medium Engineering Division (PW)
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Policy Implementation Action Priority Primary Responsibility GOAL SA-20: The creativity of the district is harnessed to create collaborative solutions to complex district challenges, such as sea level rise and traffic congestion.

Policy SA-20.1
Action SA-20.1.1: Create Community Facilities District. Explore development of a Community Facilities District to finance district improvements, such as infrastructure improvements, management of a parking facilities district, and fund public spaces and amenities.

Medium City Manager
Action SA-20.1.2: Identify funds for roadway maintenance and repairs. Explore development of a district-wide fund with annual contributions from local businesses designated for roadway maintenance and repairs.

Medium City Manager
Action SA-20.1.3: Support building upkeep and maintenance. Develop a mechanism to support building upkeep and maintenance, signage, landscaping, placemaking elements, lighting, and façade improvements for businesses along South Airport Boulevard.

Medium Planning Division (ECD)
GOAL SA-21: Continue to promote the expansion of an innovation district with R&D uses in the northern portion of the East of 101 area.

Policy SA-21.2
Action SA-21.2.1: Update Non-Conforming Regulations in Zoning Ordinance. Develop zoning regulations that encourage non-conforming warehousing and distribution uses north of East Grand Avenue or in areas designated as Business Technology Park or Business Technology Park High to transition to conforming uses.

Medium Planning Division (ECD)
Lindenville
GOAL SA-22: A new residential neighborhood centered along Colma Creek within a short walk of Downtown amenities and services that provides a range of housing types for different income levels and housing types.

Policy SA-22.1
Action SA-22.1.1: Develop Lindenville master or specific plan. Develop a master plan or specific plan for new mixed use neighborhoods in Lindenville. High Planning Division (ECD) Action SA-22.1.2: Designate residential priority sites. Designate residential priority sites, which require a specific amount of future development projects be dedicated to residential land uses. Medium Planning Division (ECD) Action SA-22.1.3: Require context-sensitive design. Require context-sensitive design for new buildings developed along Colma Creek, such as height step backs and building setbacks. Medium Planning Division (ECD) Policy Implementation Action Priority Primary Responsibility GOAL SA-27: There are safe, comfortable, and accessible pedestrian and bicycle facilities that connect people to Downtown, El Camino, and East of 101.

Policy SA-27.1 Action SA-27.1.1: Develop a park near Colma Creek. Develop a park to serve Lindenville and Downtown residents near Colma Creek. Medium Parks Division (P&R) Policy SA-27.3
Action SA-27.3.1: Establish design and development standards for frontage. Establish design and development standards for frontage along Lindenville streets. Medium Planning Division (ECD) Action SA-27.3.2: Prepare and implement streetscape improvement plan: Prepare and implement a streetscape improvement plan for South Linden and South Spruce Avenues that recognizes the streets’ role as a connector between the San Bruno BART station and Downtown.

Medium Planning Division (ECD)
Policy SA-27.4
Action SA-27.4.1: Study potential roadway connections. Study the following potential roadway connections in Lindenville:
• Spruce Avenue, S. Maple Avenue, and S. Linden Avenue using the access road behind 245 South Spruce Avenue
• Extension from South Airport Boulevard to San Mateo Avenue with connection to Produce Avenue Medium Planning Division (ECD)
Action SA-27.4.2: Support implementation of the new east-west roadway connection.

Support implementation of the new east-west roadway connection between Sneath Lane and S.

Linden Avenue, that is included and analyzed in the Southline Specific Plan.

Medium Planning Division (ECD)
GOAL SA-28: High-quality, transit-oriented employment uses adjacent to the San Bruno BART Station.

Policy SA-28.1
Action SA-28.1.1: Create publicly accessibly open spaces. Create new publicly accessible open spaces including plazas, courtyards, and green spaces within the Specific Plan area for the use of employees, residents, and visitors.

Medium Parks Division (P&R)
Policy SA-28.2
Action SA-28.2.1: Provide campus pedestrian network. Provide an extensive pedestrian network that links buildings and outdoor recreational spaces through paving, wayfinding signage, street furniture, and lighting
Medium Planning Division (ECD)
Action SA-28.2.2: Create convenient and safe pedestrian and bike access. Create convenient and safe pedestrian and bike access to the San Bruno BART station and the Centennial Way Trail. Medium Engineering Division (PW) SHAPE SSF: 2040 GENERAL PLAN
SUB-AREAS 6
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Policy Implementation Action Priority Primary Responsibility Avalon-Brentwood
GOAL SA-29: Avalon-Brentwood is a walkable, attractive, and safe neighborhood with a variety of housing options, accessible recreational amenities, and quality infrastructure.

Policy SA-29.1
Action SA-29.1.1: Minimize El Camino Real parking overflow. Introduce clearer and more frequent signage along residential streets to prevent parking overflow from El Camino Real or major thoroughfares.

Medium Maintenance and Operations
Division (PW)
Action SA-29.1.2: Coordinate with the County of San Mateo on infrastructure. Coordinate with the County of San Mateo to standardize infrastructure between the unincorporated area and the remainder of the city, including consistent sidewalks, roadways, and utility infrastructure.

Low Engineering Division (PW)
Policy SA-29.2 Action SA-29.2.1: Conduct annexation planning study. Conduct a study that considers longterm planning for the unincorporated Sphere of Influence. Low City Manager Orange Park
GOAL SA-31: Pedestrian connections, recreational amenities, and streetscapes are improved in Orange Park.

Policy SA-31.1 Action SA-31.1.1: Coordinate with Cal Water to purchase or lease land. Coordinate with Cal Water to purchase or lease land along Chestnut Avenue and Colma Creek to expand Orange Park. Medium City Manager Paradise Valley/Terrabay
GOAL SA-32: Paradise Valley/Terrabay is a safe and walkable neighborhood with convenient access to amenities.

Policy SA-32.4
Action SA-32.4.1: Coordinate with local and regional open space agencies. Collaborate with County of San Mateo Parks Department regarding upkeep and expansion of pedestrian facilities to connect to the San Bruno Mountains.

Low Parks Division (P&R)
Policy Implementation Action Priority Primary Responsibility Sign Hill
GOAL SA-33: Sign Hill is a walkable and attractive neighborhood that maintains a variety of housing options.

Policy SA-33.1 Action SA-33.1.1: Brush management. Proactively manage brush and vegetation in the Sign Hill open space to reduce fire risk. Low Parks Division (P&R) Sunshine Gardens
GOAL SA-35: Streetscapes are improved and connections are made to the wider South San Francisco community and create more public open spaces and gathering spaces for the benefit of the community.

Policy SA-35.2
Action SA-35.2.1: Implement designated bicycle lane on Mission Road. Consider the feasibility of creating two designated bike lanes along Mission Road between McLellan Road and Chestnut Ave.

Medium Planning Division (ECD)
Westborough
GOAL SA-36: There is new residential infill development and recreational and childcare amenities in Westborough.

Policy SA-36.4
Action SA-36.4.1: Support the development of a new park and bicycle and pedestrian trails along Skyline Boulevard in collaboration with Caltrans. Support the development of a new park and bicycle and pedestrian trails along Skyline Boulevard in collaboration with Caltrans.

Medium Parks Division (P&R)
Winston Serra
GOAL SA-39: Access to local and city-wide services and park spaces in Winston Serra is improved.

Policy SA-39.1
Action SA-39.1.1: Implement linear parks in Winston Serra. Develop a new linear park as outlined in the Parks and Recreation Master Plan. Medium Parks Division (P&R) Action SA-39.1.2: Develop new park at SFPUC site. Develop a new park on the existing SFPUC site that provides pedestrian connections to Alta Loma Middle School. Medium Parks Division (P&R) Action SA-39.1.3: Maintain “Button Property” as Open Space. Continue the previous General Plan policy to maintain the open space designation of the County of San Mateo’s “Button Property”, located on the northeast corner of Westborough Boulevard and Junipero Serra Boulevard.

Low Planning Division (ECD)
SHAPE SSF: 2040 GENERAL PLAN
7 136 137

HOUSING
CHAPTER 7
Housing 7
PART II: OUR PLACE
Coming Soon.

SHAPE SSF: 2040 GENERAL PLAN
8 138 139

A PROSPEROUS ECONOMY FOR ALL
CHAPTER 8
A Prosperous
Economy For All 8
PART II: OUR PLACE
Local Support
Economic Adaptation
SHAPE SSF: 2040 GENERAL PLAN

A PROSPEROUS ECONOMY FOR ALL
8 140 141

WHERE WE WANT TO BE IN THE FUTURE
A growing and diversified South San Francisco
economy supports jobs and businesses in industries
including biomedical technologies, digital technologies, manufacturing, distribution, hospitality, and householdserving retail and services.

All South San Francisco residents can achieve broadly
shared prosperity through high-quality education,
job training, job opportunities, and culturally relevant services for entrepreneurs.

Preservation of retail and services for residents and
workers that can be conveniently accessed nearby, such
as stores, restaurants, and public amenities.

South San Francisco includes a thriving mix of
locally owned businesses that represent the city’s rich cultural diversity.

Robust South San Francisco tax and fee revenues allow
the City to provide high quality and equitably distributed services for residents, workers, and visitors.

Grand Ave. in Downtown

PERFORMANCE METRIC
Number of jobs and businesses
Target:

Growth rates of jobs and businesses match or exceed growth rates for San Mateo County overall during comparable periods of time

PERFORMANCE METRIC
Share of jobs filled by city residents
Target:

Year-over-year increase in the share of
jobs within South San Francisco that
are filled by residents
Performance Metrics
12 How Our Plan Gets Us There
A growing and prosperous economy in South San Francisco will create job and entrepreneurial opportunities for the city’s workforce and provide public revenues that allow the City of South San Francisco to deliver public services, public amenities, and infrastructure that support the community’s high quality of life.

The “A Prosperous Economy” Element establishes goals and policies that leverage South San Francisco’s unique economic and workforce assets to ensure that growth creates equitably shared opportunities benefiting all residents.

While the General Plan’s land use policies establish a basic framework for where and how South San Francisco can grow, the City of South San Francisco also plays a unique proactive role in shaping economic activity and outcomes for the city’s workforce. South San Francisco helps determine economic and workforce outcomes through its roles as a provider of services, a funder, a facilitator, and a collaborator with other partners.

Examples include: • Investments in transportation infrastructure that impact worker commutes, • Types and locations of public facilities and services that support businesses,
• City efforts that promote South San Francisco’s assets and coordinate the activities of other public, private, and non-profit partners, • Incentives and public policies that encourage or discourage different types of development activity and industry growth, and
• Providing funding resources for specific programs and initiatives.

The Prosperous Economy Element establishes a policy framework for South San Francisco to undertake actions targeting the industries, workforce development needs, and overall economic environment that will together address issues and opportunities confronting the city today and in the future.

Refer to page 167 to view a full list of
Performance Metrics for this chapter.

South San Francisco Jobs 21%
San Mateo County Jobs 27%
Job Growth Rate from 2009–2018
8%
92% 8% Wo
rk
a
n
d
L
ive
in
South San Francisco
92% Work in South San
Francis
c
o
b
u
t
Live
Elswhere
Percent of Workers at Jobs in
South San Francisco Who Live in South San Francisco, 2019 2019
SHAPE SSF: 2040 GENERAL PLAN
A PROSPEROUS ECONOMY FOR ALL 8
142 143

KEY ISSUES AND OPPORTUNITIES
Economy and Industry Mix
South San Francisco is a jobs-rich community that attracts workers from across the region to its unique business mix of biotechnology, hospitality, and industries requiring industrial land. As of 2018, there were approximately
57,000 jobs recorded in South San Francisco distributed across five major land uses (Figure 9). The city’s economic diversity helps to insulate the local economy from any future downturns that affect a single industry.

Jobs in South San Francisco reflect the city’s ongoing
dual role as “The Industrial City” and a global hub of the biotechnology industry. About 30 percent of total citywide employment was in the biotechnology sector in 2018,
while 28 percent was associated with industries requiring industrial or “production, distribution, and repair” lands.

This category includes industries such as construction, wholesale trade, manufacturing, transportation and
warehousing, and repair and maintenance activities.

Aeriel View in East of 101 Sub-Area
South San Francisco will remain a long-term competitive location for the biotechnology industry due to the large existing concentration of these businesses within the city, strong growth potential in the Bay Area generally, access to venture capital and other professional services in San Mateo County, and the city’s access to a skilled workforce from throughout the region. Fueled by significant investment in the Life Sciences industry and the rapid employment growth of companies like Genentech and that of emerging companies, the biotechnology industry accounted for nearly half of the city’s total employment growth between 2009 and 2018. Future potential may exist for South San Francisco to diversify the mix of businesses related to the biotechnology “cluster,” such as other life sciences businesses and related professional services such as attorneys and financial services.

Although South San Francisco currently lacks a large presence of computer technology and non-biotechnology professional services, continued growth of the Bay Area’s technology industry and related professional services will also increase the potential over time for the city to capture demand from businesses in these industries. The city is already becoming increasingly attractive to office users seeking a lower-cost alternative to San Francisco and southern San Mateo County. However, it is challenging for these businesses to outcompete biotechnology companies for available space and new development.

Figure 9: South San Francisco Jobs
by Associated Land Use Category, 2018
Figure 10: Number of Jobs by Major Land Use
Category in 2009 and 2018
12,579
17,173
14,240
16,053
8,741
10,185
5,954
7,049
5,329
5,853
535
Biotechnology
PD&R
Other
Retail
O
ice
Hospitality
12,579
17,173
14,240
16,053
8,741
10,185
5,954
7,049
5,329
5,853
535
869
Biotechnology
PD&R
Other
Retail
O
ice
Hospitality
17,173
30%
16,053
28%
7,049
12%
5,853
10%
10,185
18%
869
2%
Biotechnology
2009
PD&R
2018
Other
Retail
Office
Hospitality
Notes: “PD&R” refers to production, distribution, and repair industries. Approximately 60 percent of the "Other" category consists of employment in Education, Healthcare and Social Assistance industry categories. The remaining 40 percent of employment is distributed across multiple industries.

Sources: California Economic Development Department, 2019; Strategic Economics, 2021.

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Industrial Park in Lindenville
Best Western Plus Hotel in East of 101 Sub-Area
Outside of manufacturing industry categories related to the biotechnology industry, manufacturing employment in South San Francisco is in a long-term decline. Nonbiotechnology manufacturing employment decreased by 20 percent between 2009 and 2018, primarily due to losses of food manufacturing businesses. Loss of “legacy’ manufacturing reflects an industry-wide shift from the high-cost inner Bay Area to areas with more affordable real estate, better access to labor, and lower costs of doing businesses—such as the East Bay and other areas outside of California. However, opportunities may exist for South San Francisco to attract innovationoriented, small-scale, and advanced manufacturing businesses seeking the workforce accessibility and availability of industrial buildings that first drew biotechnology businesses to the city.

Table 4:

South San Francisco Employment by Industry and Corresponding Land Use Category, 2009 and 2018 Associated Land Use Category and Corresponding Industry NAICS Code1 2009 2018 Net Change
Percent
Change
Biotechnology 12,579 17,173 4,593 37%
Select Manufacturing; Wholesale Trade; Professional, Scientific, and Technical Services; and Healthcare categories Various2 12,579 17,173 4,593 37% PD&R 14,240 16,053 1,813 13%
Construction 23 2,315 3,187 872 38%
Wholesale Trade (except for Biotech Wholesale Trade) 42 3,289 3,709 420 13% Manufacturing (except for Biotech Manufacturing) 31-33 2,932 2,335 -597 -20% Transportation & Warehousing 48-49 5,188 6,310 1,121 22% Repair and Maintenance 811 516 513 -3 -1%
Other 8,741 10,185 1,444 17%
Education, Healthcare, Social Assistance 61, 62 4,850 6,055 1,205 25% All Others Various3 3,891 4,130 239 6%
Retail 5,954 7,049 1,095 18%
Retail Trade 44-45 3,422 3,401 -21 -1%
Food and Drinking Places 722 2,429 3,567 1,138 47%
Personal Services 8121 103 81 -22 -21%
Notes:

1. “NAICS” refers to the north american industry classification system, a federal standard for classifying jobs by industry sector

2. Includes naics 3254, 3345, 3391, 4234, 4246, 54169, 5417, and 6215

3. Approximately 60 percent of employment in the "All other" category consists of employment in education, healthcare and social assistance industry categories. The remaining 40 percent of employment is distributed across naics 11, 22, 71, 92, 99, and select categories within naics 56 and 81.

Sources: California Economic Development Department, 2019; Strategic Economics, 2021. South San Francisco is also a prime location for logistics and distribution uses, reflected in a large and growing number of transportation and warehousing jobs. These businesses are drawn to the city based on its availability of industrial land located near end-user households and businesses, and based on the city’s access to San Francisco International Airport. This proximity to end-user business and population centers will also continue to make South San Francisco a desirable location for construction, service, and repair businesses, along with food manufacturing that benefits from central access to the region’s households and convenient transportation connections to other regions.

South San Francisco is positioned to attract future demand from the hospitality industry, which constituted two percent of jobs in the city as of 2018. Hotel demand is still recovering from the impacts of the COVID-19 pandemic; the CoStar real estate data service indicates that the overall occupancy rate for hotels in the “San Francisco Airport” submarket (which includes South San Francisco) stood at 59 percent as of January 2022, down from a pre-pandemic high of 86 percent in 2019. Forecasts for recovery vary, but typically assume full recovery to near-2019 levels of occupancy and revenue per available room may not occur until 2024 or 2025. As the hotel market recovers from the effects of the COVID-19 pandemic, demand for hotel stays in South San Francisco will be sustained by the city’s major businesses, the presence of the South San Francisco Conference Center, and the city’s proximity to San Francisco International Airport.

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Associated Land Use Category and Corresponding Industry NAICS Code1 2009 2018 Net Change
Percent
Change
Office 5,329 5,853 524 10%
Finance, Real Estate & Leasing, and Management of Companies 52, 53, 55 2,144 2,211 67 3% Professional, Scientific, & Technical Services 54, except for 54169 and 5417 1,162 1,417 255 22%
Information 51 803 453 -350 -44%
Office-Based Admin and Support Various within 56 1,222 1,773 551 45% Hospitality 535 869 334 62%
Accommodations 721 535 869 334 62%
Total 47,379 57,182 9,803 21%
Note:

1. “NAICS” refers to the North American Industry Classification System, a federal standard for classifying jobs by industry sector Sources: California Economic Development Department, 2019; Strategic Economics, 2021.

Table 4 Continued Workforce Challenges and Opportunities South San Francisco residents have slightly lower educational attainment than the skills requirements for workers at South San Francisco jobs overall. While resident and worker educational attainment are similar, as shown in Figure 11, a slightly higher share of workers at jobs in South San Francisco hold Bachelor’s degrees, advanced degrees, or have completed some college or an Associate’s degree than city residents. Mismatches between job occupations and skills requirements versus resident occupations and skills requirements can make it more difficult for South San Francisco’s residents to access local jobs and jobs that pay a livable wage.

High housing costs regionally and locally also create challenges for South San Francisco businesses to attract and retain workers—especially lower- and middle-income workers who struggle to afford housing near jobs in South San Francisco. Although South San Francisco is a relatively affordable community within the San Francisco Peninsula, increasing housing costs are still creating displacement pressures for residents who may work in the city, for workers who commute from nearby cities, and for potential employees who want to live close to where they work. Although it is not typical for cities to produce enough housing to accommodate their entire workforce, the growth in jobs in South San Francisco has vastly outpaced growth in the housing stock over recent decades.

Opportunities exist for South San Francisco to address each of these workforce challenges.

Additional workforce development and education resources can enhance resident skills and create a better match with available jobs, especially if training is aligned with local industries and employers and if resources are dedicated to historically disenfranchised residents. Efforts to attract and retain businesses with a relatively high share of middle-skill, middle-wage jobs—such as manufacturing— will create more accessible opportunities. Enhanced linkages between employers and job training and education programs will create better pipelines to jobs and more opportunities for on-the-job training. And construction of more housing and more income-restricted housing will allow more residents of all incomes to live near South San Francisco’s large base of jobs.

Figure 11: Educational Attainment of Employed
South San Francisco Residents Versus Workers at
Jobs in South San Francisco, 2019
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Employed South
San Francisco
Residents
Worker at Jobs
in South San
Francisco
12% 11%
15%
25%
34%
14%
14%
22%
32%
20%
Education attainment not
available (workers aged 29
or younger)
Bachelor's degree or
advanced degree
Some college or
Associate degree
High school or equivalent,
no college
Less than high school
Note: Data only reflects the “primary”
job from which a worker derives the
greatest share of income.

Source: LEHD, 2015; Strategic Economics, 2019.

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Commute Access
South San Francisco’s highway connectivity, BART and Caltrain stations, ferry service, employer-run shuttle buses, publicly-accessible free shuttle buses, and SamTrans service enable access to jobs for a large regional workforce of highly educated employees, contributing to the city’s position as a major employment center. This connectivity with the region also facilitates access to job opportunities for South San Francisco’s residents throughout Silicon Valley and San Francisco.

However, automobile traffic congestion could impact South San Francisco’s ability to attract additional residential and commercial growth. Traffic congestion is already a barrier to growth in the East of 101 area due to the area’s growing number of workers, especially since many jobs are located far from Caltrain. South San Francisco is already addressing these challenges in partnership with Genentech and other businesses, including commitments in the Genentech master plan for transportation demand management measures, commute shuttles, and contributions toward traffic and transportation improvements, and via City efforts to implement a community facilities district to fund transportation and infrastructure improvements in the East of 101 area.

Real Estate Trends and Development
The decade spanning 2010 to just before the COVID-19 pandemic in 2020 was a period of significant economic growth nationally, regionally, and locally. South San Francisco, being one of the premier global destinations for the biotechnology industry, experienced significant growth in its “office and R&D” building inventory during this ten-year period (2.4 million square feet, Table 5) as national investment in biotechnology drove demand for new Life Sciences real estate. However, as a city with few vacant land opportunities available for development, the growth in Life Science space could only occur via redevelopment of existing properties in areas with appropriate zoning. As a result, 1.3 million square feet of industrial space was redeveloped primarily for life science space in the East of 101 area, along with additional losses due to housing development.

The city’s retail inventory remained virtually unchanged between 2010 and 2020, even as the number of households in South San Francisco and nearby cities grew. While in previous decades an expansion of households may have been more likely to result in local retail space development to meet additional demand, the 2010 to 2020 years brought changes to the national retail landscape including the rise of e-commerce and a growing share of sales occurring online—reducing the need to build additional retail space to meet demand from new households. South San Francisco’s existing retail supply was also already well-located to serve areas of the city undergoing population growth.

Accommodating Biotechnology
and Life Sciences Demand
The biotechnology and life sciences industries experienced unprecedented levels of investment globally in 2020 in response to the COVID-19 pandemic and are likely to continue long-term growth in the region. Biotechnology and life sciences businesses typically prefer to colocate near one another to facilitate the transfer of ideas and to be close to existing concentrations of their workforce, making South San Francisco especially well-positioned to continue capturing growth of these businesses, so long as adequate land supply and transportation capacity are available. Maintaining capacity for growth will become especially important as global investment in biotechnology has led to a boom in real estate development activity for biotechnology labs in competing locations throughout the region and the country.

Table 5:

Change in Total Inventory by Building Type, 2010 to 2020 Total Rentable Building Area (Sq. Ft.)
Building Type 2010 2020 Net Change % Change
Office and R&D1 9,505,781 11,861,901 2,356,120 25%
Industrial 16,413,147 15,141,639 -1,271,508 -8%
Retail 2,682,911 2,712,942 30,031 1%
Note:

1. Reflects life science r&d space in addition to traditional office buildings.

Source: Costar, 2020; Strategic Economics, 2021.

Aeriel View of Highway 101
Genentech Shuttle Heading Towards Glen Park
Genentech Campus
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Attracting Office Development
Limited demand for office space currently exists in South San Francisco among office tenants such as technology and professional services businesses. These businesses more typically locate in transit-adjacent areas in higher-income communities on the Peninsula. However, in the medium- to long-term South San Francisco can potentially attract additional office-based businesses priced out of San Francisco or southern San Mateo County, as well as businesses that provide services for the biotechnology industry. However, in the short term, attracting new office development will be challenging due to uncertainty in regional office real estate markets induced by the COVID-19 recovery and intense competition with life science development activity.

Adapting to the Future of Retail
South San Francisco is well-served by retail, restaurants, and personal services businesses in the city’s existing collection of shopping centers, “big box” stores, Downtown, and standalone retail properties along major arterial streets. The city also attracts outside shoppers via convenient regional access on El Camino Real and Highway 101. Nearly all residential areas of the city are located within a twenty-minute walk of a grocery store, and the city’s retail offerings include local and chain stores and restaurants that represent and serve the city’s diverse population.

Additional retail space is most likely to be added to areas projected to accommodate future residential growth. This includes portions of Lindenville, Downtown, and East of 101 near the Caltrain station. With the exception of Downtown, these areas currently feature few retail offerings due to their existing industrial uses. While the new households and workers in the East of 101 area will create more demand for businesses in Downtown, services and support may be necessary to ensure existing local businesses are not displaced by new businesses that serve higher-income residents and can afford higher rents.

Preparing for the Future of Industrial Lands
Demand for industrial properties to redevelop into housing and biotechnology uses creates the risk that businesses requiring industrial space will be displaced. Redevelopment of industrial properties would likely result in declining business diversity due to the loss of businesses engaged in production, distribution, and service and repair activities. Since these businesses are also associated with lower barriers to entry for jobs compared to the biotechnology industry, the loss of these businesses would also reduce the diversity of job opportunities in South San Francisco, especially for middle wage jobs.

Many of South San Francisco’s longstanding industrial businesses are also facing challenges related to the relatively high cost of rent and labor within the inner Bay Area. Because of the high costs of doing business in the area, it is inevitable that some traditional industrial businesses will leave South San Francisco. However, these businesses play a role in the city’s economic diversity and in some cases provide services that are needed locally by residents and other businesses; opportunities exist for South San Francisco to work with these businesses to identify and implement programs, policies, zoning, and infrastructure that would support retention of these businesses.

Although industrial space overall has declined, South San Francisco is a prime location for logistics facilities, including last-mile delivery centers. Demand and rents for industrial and logistics space is approaching high enough levels to justify the development of multi-story industrial logistics buildings in South San Francisco. Demand is growing for logistics and warehouse space more generally as companies respond to rising demand for e-commerce last-mile delivery needs, and South San Francisco’s proximity to large population centers and appropriately zoned land make it a prime location for last-mile delivery centers.

South San Francisco’s large inventory of industrial buildings represents an opportunity for future production possibilities as new, innovation-oriented businesses seek out space that can be flexibly repurposed for activities such as prototyping, small-scale production, and advanced manufacturing.

This building inventory has historically been adapted for different types of users as innovation has occurred. Retaining industrial buildings and lands will allow South San Francisco to attract innovative start-up industries in the future.

The mix of businesses in South San Francisco’s retail storefronts, shopping centers, and districts will continue to evolve in response to the growth of e-commerce and online sales. Long-term trends favoring “experiential” businesses such as dining, fitness, and entertainment are likely to continue while many “hard goods” and “soft goods” retailers will continue to suffer sales declines. However, grocery stores and general merchandise stores such as Costco have continued to perform well.

Ultimately, the City of South San Francisco can anticipate that property owners will likely seek to reinvest in or redevelop underperforming and antiquated retail locations, but the City should also seek to preserve functional retail locations that play a critical role in serving the community and generates sales tax revenues for the City.

Some of South San Francisco’s older and antiquated retail buildings and shopping centers are likely to undergo redevelopment for other uses over time. This is particularly true of standalone and smaller clusters of retail buildings along El Camino Real. While redevelopment of these centers creates an opportunity to introduce new mixed-use housing and retail projects, this process creates two challenges. Redevelopment creates a displacement risk for small, local businesses that can only afford rents in these older buildings. Second, competition from online sales is driving reductions in overall needs for retail space, suggesting that new retail spaces should only be added in areas with high traffic volumes, visibility, or concentrations of surrounding residents and workers. 651 Gateway Blvd. Cable Car Cafe on Grand Ave. in Downtown Mercado y Panaderia Hernandez
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Strengthening Downtown
Downtown South San Francisco currently features many locally owned businesses that serve nearby residents and has strong potential to serve as a community anchor. Among Downtown’s locally owned businesses are grocers and corner stores, restaurants, apparel stores, bakeries, and other businesses that collectively represent the rich diversity of South San Francisco’s population.

A significant amount of new residential development is planned for and has been approved in the Downtown and areas immediately to the east and south, which will augment demand for goods and services in the area. New households moving into residential buildings will support nearby restaurants and retail stores, including higher-end restaurants and services. Contingent on City requirements, some residential buildings will also be built with ground-floor retail and may add additional space for new or existing businesses to occupy. As new residential development occurs and demand for higherend restaurants and services increases, the city will need to balance preserving Downtown’s existing businesses and cultural identity with new development and attracting new businesses to the area.

Visitors to South San Francisco represent a source of inadequately realized demand for restaurants and services Downtown. Downtown may be able to capitalize on the presence of hotel and South San Francisco Conference Center guests if pedestrian and transit connections are improved between Downtown and areas near the Conference Center. Conversely, better access to restaurant and retail amenities could serve to make the city’s hotels more desirable for visitors.

Supporting Hotel Reinvestment and Growth
While the COVID-19 pandemic resulted in dramatic declines in travel and hotel stays both globally and locally, the long-term prospects of hotels in South San Francisco are strong due to the city’s strategic location and ability to capture multiple sources of visitors. The city’s hotel clientele includes biotechnology business travelers, attendees of conferences at the Moscone Center and the South San Francisco Conference Center, and tourists visiting San Francisco. Improved transit connections, more attractive streetscapes, and a greater offering of local restaurants and amenities will support the city’s hotels and make them more competitive with other establishments in the market area. Additionally, supporting the city’s biotechnology industry and Conference Center will bolster longterm sources of hotel stays.

Addressing the Impacts of Climate Change
Sea level rise induced by climate change is likely to impact the area south of East Grand Avenue in East of 101, as well as areas closest to Colma Creek in Lindenville, creating uncertainties for businesses regarding additional costs and risks associated with locating in these areas. Mitigating the risk of sea level rise will require significant financial investment at the local and/or regional levels. Currently there are limited local resources available for preparing the East of 101 area and other vulnerable areas for sea level rise. Several regional agencies already have sea level rise planning initiatives underway—including the Bay Conservation and Development Commission Metropolitan Transportation Commission, and Association of Bay Area Governments— which will explore funding possibilities.

Fiscal Health
South San Francisco’s fiscal outlook is strongly linked to investment in Life Sciences and residential real estate, as well as retail, restaurant, and hotel performance. Property tax revenues are the largest source of revenue for the City’s General Fund, followed by sales tax and transit occupancy tax (or hotel tax). The largest General Fund expenditure categories include the Fire Department, Police Department, and Parks and Recreation, whose costs will increase as new population is added.

Conversely, as new development occurs and property values are reassessed, the City will be able to generate additional property tax revenue to offset these new expenditures. The success of restaurants and retail businesses, which generate sales tax revenue, and of the city’s hotels, which generate transient occupancy tax revenue, will also generate fiscal benefits for the City of South San Francisco that will allow it to provide higher quality services to residents.

Grand Ave., Downtown
New Development Housing in Downtown
New Office Park Development in East of 101 Sub-Area
Denali Therapeutics on Oyster Point Blvd.

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POLICY FRAMEWORK GOAL PE-1: South San Francisco remains a premier location for biotechnology and
related industries.

INTENT:

To support the long-term success of the biotechnology
industry in South San Francisco while also leveraging
the industry’s presence in South San Francisco to attract related businesses and activities.

Policy PE-1.1: Ensure long-term viability of
biotechnology. Continue to support the long-term
viability of the East of 101 area for biotechnology and related businesses.

Policy PE-1.2: Diversify the biotechnology and
life science cluster to include related businesses.

Attraction efforts should focus on related industries
that benefit from proximity to existing biotechnology
businesses and/or provide complementary services
to existing biotechnology businesses. Related
businesses could include medical diagnostics, digital
health, medical device manufacturing, testing, lab
supplies, test products, venture capital firms, and legal services, financial services, and other support services.

Attraction efforts should also include understanding
and tracking the shift of some life science activities and businesses to the periphery of the Bay Area.

GOAL PE-2: A resilient and diverse South
San Francisco economy supports existing
industries while accommodating emerging
growth opportunities.

INTENT:

To maintain economic diversity in South San Francisco
by ensuring City actions and land use policies support
existing major industries while positioning the City
to capture growth in rapidly growing industries and
business activities.

Policy PE-2.1: Reinvest in industrial property. Within
areas targeted for retention of industrial uses, support industrial property owners seeking to reinvest in and
modernize their properties and come into compliance
with environmental regulations, current building
codes, and use/production of green energy.

Policy PE-2.2: Facilitate redevelopment of industrial
property. Facilitate redevelopment of industrial
properties in portions of Lindenville and East of 101
targeted for redevelopment for other commercial or
residential uses.

Policy PE-2.3: Encourage multi-level logistics/
distribution buildings. As appropriate based on site
and location conditions, encourage developers of new
logistics/distribution projects to consider proposing
multi-level buildings as a means of maximizing efficient use of remaining industrial land.

Policy PE-2.4: Encourage construction and
occupancy of office space.

Policy PE-2.5: Target industry diversification
opportunities. Prioritize business attraction and
retention activities for targeted industry sectors
that represent significant growth and economic
diversification opportunities.

Policy PE-2.6: Maintain a strong hotel Transient
Occupancy Tax base by supporting the city’s
hospitality industry.

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GOAL PE-3: The City of South San Francisco’s
economic development efforts sustain a
healthy business climate through publicprivate collaborations, data tracking, and promotional activities.

INTENT:

To create an attractive business environment by
ensuring that the City of South San Francisco’s economic development efforts leverage the knowledge of private
sector partners, incorporate data-driven decisionmaking, and promote the city’s assets, advantages, and opportunities.

Policy PE-3.1: Collaborate with the local
business community to identify and implement
improvements in business districts.

Policy PE-3.2: Monitor economic conditions. Enhance
data collection and monitoring of economic conditions
in South San Francisco to quickly identify emerging
opportunities and challenges.

Policy PE-3.3: Publicize and periodically review
economic development strategies based on
economic conditions.

Policy PE-3.4: Engage in promotional and support
activities for the citywide business community.

Policy PE-3.5: Engage in promotional activities of
citywide shopping and recreational opportunities.

GOAL PE-4: Infrastructure investments
support job access, job growth, and address
climate hazards impacting South San
Francisco businesses.

INTENT:

To ensure that transportation and other infrastructure
investments support South San Francisco’s workforce
and major employment destinations by expanding
accessibility and reducing the impacts of sea level rise and other hazards on industrial and commercial lands.

Policy PE-4.1: Improve regional access to quality
jobs. Support improvements to the transit and
transportation network that increase access by South
San Francisco residents to middle- and high-wage
jobs within the city and region. Refer to the Mobility
Element of the General Plan for related policies and
actions.

Policy PE-4.2: Encourage growth near transit.

Encourage job and housing growth near the BART
and Caltrain stations. Refer to the Mobility Element
and Land Use Element of the General Plan for related
actions.

Policy PE-4.3: Provide enhanced multimodal
commute options. Continue collaborating with other
City departments and regional transportation agencies
to provide enhanced multimodal commute options.

Policy PE-4.4: Mitigate the risk of sea level rise.

Explore funding mechanisms to make investments to
mitigate the risk of sea level rise.

GOAL PE-5: The city has vibrant and healthy
commercial districts and shopping centers
that include amenities serving residents and
outside shoppers.

INTENT:

To ensure the long-term success of South San
Francisco’s retail districts and shopping centers by
facilitating reinvestment or redevelopment, enhancing
the attractiveness of retail destinations, adapting to
e-commerce, supporting the needs of small businesses,
and ensuring businesses and districts reflect South San Francisco’s racial, ethnic, and socioeconomic diversity.

Policy PE-5.1: Provide functional retail space.

Encourage property owners to provide storefront
spaces that meet the functional needs of modern
tenants.

Policy PE-5.2: Encourage retail concentration.

Require or encourage retail concentrations in prime
retail locations while allowing a greater diversity of
ground-floor uses outside these areas.

Policy PE-5.3: Encourage redevelopment of
underperforming centers. Pursue the redevelopment
of shopping centers and districts that experience
disinvestment and are not well-positioned for future
success.

Policy PE-5.4: Enhance retail district environment.

Enhance the public environment in retail districts such as Downtown South San Francisco and retail nodes
along El Camino Real.

Policy PE-5.5: Foster a vibrant Downtown South San
Francisco. Foster a vibrant Downtown with events,
restaurants, retail, and arts amenities that serve the
needs and reflect the culture of South San Francisco
residents.

Policy PE-5.6: Support development of complete
neighborhoods. Support the development of
complete neighborhoods—with day-to-day goods and
services located within a 20 minute walk of residents—
throughout South San Francisco.

Policy PE-5.7: Support retail businesses and
restaurants in adapting to e-commerce needs.

Policy PE-5.8: Engage in business recruitment
and retention. Engage in retail business attraction
targeted towards filling unmet needs and supporting
small, local businesses.

Policy PE-5.9: Encourage housing and job growth
near shopping districts. Encourage housing and job
growth in and near Downtown and other shopping
districts to create additional demand for retail,
restaurants, and services. Refer to the Land Use
Element of the General Plan for related actions.

GOAL PE-6: South San Francisco residents
achieve upward mobility and equitably shared
prosperity.

INTENT:

To support equitable access to high-quality job
opportunities and positive outcomes for South San
Francisco residents through education and job training
partnerships with businesses, schools, and workforce
development organizations, and through availability of
affordable workforce housing.

Policy PE-6.1: Collaborate on workforce
development programs. Work with job training
agencies and local employers and unions to implement
programs to improve workforce skills, including
targeting of resources to residents of color and lowincome residents.

Policy PE-6.2: Coordinate South San Francisco’s
employment and job training efforts with local
youth educational institutions.

Policy PE-6.3: Encourage affordable housing and
access to jobs. Encourage development of incomerestricted affordable housing with easy access to major employment districts in and near South San Francisco
(see the Housing Element and Land Use Element).

South City Shuttle
Ristorante Andiamo in Downtown
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GOAL PE-7: South San Francisco provides a
business climate that supports the success
of local entrepreneurs and existing small,
local, minority-owned, and culturally diverse
businesses.

INTENT:

To ensure South San Francisco’s small, local, minorityowned, and culturally diverse businesses can achieve success by removing barriers to opportunity and
providing culturally appropriate technical resources and training for entrepreneurs.

Policy PE-7.1: Provide technical assistance
information to small businesses. Provide information
to small businesses about technical assistance
programs available through the City and partners such
as the San Mateo Small Business Development Center.

Policy PE-7.2: Explore opportunities to enhance
access to capital. Explore opportunities for developing programs that enhance access to capital for small
businesses and entrepreneurs.

Policy PE-7.3: Augment channels of communication
with the business community.

Policy PE-7.4: Support the retention and formation
of local businesses owned by people of color and
historically disenfranchised community members.

GOAL PE-8: Business growth and investment
provide financial and other contributions
that meet the needs of South San Francisco
residents.

INTENT:

To ensure that business activity and real estate
development provide benefits for South San Francisco
residents.

Policy PE-8.1: Maintain and implement new funding
mechanisms to address the impacts of development
and support infrastructure needs.

Policy PE-8.2: Explore equitable services spending.

As operating revenues increase in response to citywide
growth, explore how these revenues can be equitably
deployed to meet the needs of residents.

Policy PE-8.3: Establish community benefits
contributions. Establish and maintain mechanisms
for businesses seeking adjustments to base zoning and
density standards to provide voluntary community
benefits.

IMPLEMENTATION ACTIONS
Policy Implementation Action Priority Primary Responsibility GOAL PE-1: South San Francisco remains a premier location for biotechnology and related industries.

Policy PE-1.1
Action PE-1.1.1: Monitor constraints to biotechnology and related businesses. Through business, broker, and developers contacts, monitor and address potential constraints to ongoing growth of biotechnology and related businesses, including zoning, land supply, transportation, and infrastructure.

Medium Economic Development and
Housing Division (ECD)
Policy PE-1.2
Action PE-1.2.1: Biotechnology outreach. Gauge and pursue opportunities to support attraction and retention of businesses in the broader biotechnology and life science cluster through participation in industry organizations and one-on-one contacts with businesses, developers, and real estate brokers.

Medium Economic Development and
Housing Division (ECD)
GOAL PE-2: A resilient and diverse South San Francisco economy supports existing industries while accommodating emerging growth opportunities.

Policy PE-2.1
Action 2.1.1: Conduct outreach to industrial property owners. Conduct outreach to property owners seeking relevant permits to determine opportunities for the City to facilitate reinvestment.

Medium Economic Development and
Housing Division (ECD)
Action 2.1.2: Support infrastructure improvements. Pursue infrastructure and placemaking improvements that enhance the functionality of industrial districts. Medium Planning Division (ECD) Policy PE-2.2
Action 2.2.1: Identify obstacles to redevelopment. Conduct outreach to property owners to identify specific obstacles to redevelopment to inform strategies for supporting property owners through the redevelopment process.

High Economic Development and
Housing Division (ECD)
Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities.

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Policy Implementation Action Priority Primary Responsibility Policy PE-2.4
Action 2.4.1: Attract tenants to ground floor spaces that support day-to-day services in the neighborhood. Explore incentives, opportunities, forecast demand, and identify barriers to attracting small businesses and tenants to ground floor spaces outside of the city’s best-located retail nodes (such as on blocks of Downtown away from Grand Avenue).

Medium Economic Development and
Housing Division (ECD)
Policy PE-2.5
Action 2.5.1: Monitor regional business and employment trends and analyze linkages to workforce development opportunites for residents. Monitor regional business and employment trends to explore emerging and/or growing economic development opportunities, with a focus on professional services, research and development, technology, biomedical and life sciences, and advanced manufacturing.

Medium Economic Development and
Housing Division (ECD)
Action 2.5.2: Focus efforts on emerging technology industries. Focus attraction and retention efforts on emerging technology businesses, such as those in artificial intelligence, “Big Data,” financial technology, health technology, and other software services.

High Economic Development and
Housing Division (ECD)
Action 2.5.3: Focus efforts on emerging industrial technologies. Focus attraction and retention efforts on emerging industrial technologies, such as those in industrial design services, transportation engineering, robotics, autonomous vehicles and drones, instrumentation, mechanical engineering, and related fields.

High Economic Development and
Housing Division (ECD)
Action 2.5.4: Focus efforts on advanced food industries. Focus attraction and retention efforts on advanced food production and food technology businesses, such as specialty food manufacturers, businesses developing new food products, and businesses implementing higher efficiency agricultural technologies.

High Economic Development and
Housing Division (ECD)
Policy PE-2.6
Action 2.6.1: Facilitate hotel investment and development. Provide supportive City services to facilitate hotel owner/developer efforts to expand and upgrade local hotels, with a focus on upper upscale brands with higher daily rates.

High Economic Development and
Housing Division (ECD)
Action 2.6.2: Promote the city as a hotel destination. Support hotel stays through promotion of South San Francisco as a lodging destination via the South San Francisco and partnerships with hotel operators and the San Mateo County/Silicon Valley Convention and Visitors Bureau.

High Economic Development and
Housing Division (ECD)
Action 2.6.3: Engage in marketing efforts to attract events to the South San Francisco Conference Center. High Communications (CM)
Policy Implementation Action Priority Primary Responsibility GOAL PE-3: The City of South San Francisco’s economic development efforts sustain a healthy business climate through public-private collaborations, data tracking, and promotional activities.

Policy PE-3.1
Action 3.1.1: Establish business districts. In partnership with the Chamber of Commerce, conduct outreach to businesses to encourage local district-based efforts to establish business organizations and form business improvement districts that can raise funding to provide enhanced district services; potential locations include Downtown South San Francisco, Lindenville, segments of El Camino Real, the BART station area, and portions of East of 101.

High Capital Projects (CM)
Action 3.1.2: Conduct regular outreach with the business community. Conduct regular outreach and meetings with business and organizations such as the South San Francisco Chamber of Commerce and district-based organizations (or groups of businesses) to share information and to identify challenges and opportunities. Work through promotores, community navigators, and the Economic Advancement Center to ensure businesses owned by people of color and historically disenfranchised community members are reached.

Medium City Manager
Policy PE-3.2
Action 3.2.1: Monitor business license data. Modify business license monitoring system to permit analysis of business license data. Medium Finance Action 3.2.2: Engage businesses. Use active mechanisms to stay informed of business needs through such tools as business surveys, customer surveys, personal contact, and business functions.

Medium Economic Development and
Housing Division (ECD)
Action 3.2.3: Ensure City staff have access to appropriate data sources. Ensure that key City staff have access to data sources required to track business conditions and opportunities (e.g. ensure that GIS analysts have access to sales tax and business license data, to the extent allowed by law).

Medium Economic Development and
Housing Division (ECD)
Action 3.2.5: Identify vulnerable businesses. Use sales tax data, employment data, and qualitative information to identify declining businesses and businesses likely to close or relocate. High Economic Development and Housing Division (ECD) Policy PE-3.3
Action 3.3.1: Maintain an accessible public database of economic development projects, goals, and city demographics. Medium Information Technology Action 3.3.2: Prepare/update economic development strategic plans. Regularly prepare/ update a multiyear economic development strategic plan to provide a comprehensive understanding of current economic and market conditions and to guide City staff economic development activities.

High Economic Development and
Housing Division (ECD)
SHAPE SSF: 2040 GENERAL PLAN
A PROSPEROUS ECONOMY FOR ALL 8
162 163
Policy Implementation Action Priority Primary Responsibility Policy PE-3.4
Action 3.4.1: Communicate trends and news to the business community. Communicate economic development trends and news to the business community, including multilingual communications and communication channels focused on businesses owned by people of color and historically disenfranchised community members.

Low Economic Development and
Housing Division (ECD)
Action 3.4.2: Conduct regular outreach. Conduct outreach to businesses found to be likely to close or relocate to share available resources and identify needs. High Economic Development and Housing Division (ECD) Action 3.4.3: Provide siting assistance. In partnership with real estate brokers, provide site location information to prospective businesses. Medium Economic Development and Housing Division (ECD) Action 3.4.4: Establish local business procurement opportunities, with a focus on businesses owned by people of color and historically disenfranchised community members.

Medium Economic Development and
Housing Division (ECD)
Action 3.4.5: Promote the city’s “business friendly” reputation in all promotional materials. High Communications (CM)
Action 3.4.6: Increase and improve communication with the public about new business developments. Low Communications (CM)
Policy PE-3.5
Action 3.5.1: Create a Downtown marketing program. Create a marketing program for Downtown that can be subsequently expanded to promote the entire city. Medium Communications (CM) Action 3.5.2: Develop and implement a “shop local” program. Medium Economic Development and Housing Division (ECD)
Action 3.5.3: Promote recreational opportunities. Promote recreational activities available in South San Francisco as an attractive amenity for workers. Medium Recreation Division (P&R) GOAL PE-4: Infrastructure investments support job access, job growth, and address climate hazards impacting South San Francisco businesses.

Policy PE-4.3
Action 4.3.1: Expand transit and active transportation alternatives. Maintain efforts to coordinate across departments and agencies to share business concerns about the need for expanded alternatives to automobile access to businesses, including improved bicycle and pedestrian infrastructure and support for regional public transportation improvements.

High Capital Projects (CM)
Policy PE-4.4
Action 4.4.1: Partner with impacted property owners. Partner with impacted property owners to explore potential mitigations and funding mechanisms for mitigating the risk of sea level rise; communicate property owner responsibilities to protect their own properties.

Medium Sustainability (CM)
Action 4.4.2: Regional collaboration. Monitor and join (as appropriate) regional/state efforts to fund and address mitigations for the impacts of climate change and sea level rise. High Sustainability (CM) Policy Implementation Action Priority Primary Responsibility GOAL PE-5: The city has vibrant and healthy commercial districts and shopping centers that include amenities serving residents and outside shoppers.

Policy PE-5.1
Action 5.1.1: Create design and building standards for ground-floor space. Create design and building standards for ground-floor commercial space in new mixed-use development projects that promote spaces which are sufficiently flexible to meet the needs of multiple kinds of tenants, including consideration of restaurant needs.

Medium Planning Division (ECD)
Action 5.1.2: Identify reinvestment opportunities in retail properties. Work with retail property owners to identify and encourage opportunities for reinvestment in and modernization of their properties.

Medium Economic Development and
Housing Division (ECD)
Policy PE-5.2
Action 5.2.1: Create ground floor requirements. Create requirements to provide ground-floor retail in mixed-use development projects only in the strongest retail locations, including at street intersections, near existing high-performing shopping centers, and in areas with high visibility, vehicle or pedestrian traffic, and easy access.

Medium Planning Division (ECD)
Policy PE-5.3
Action 5.3.1: Ensure appropriate zoning. Ensure that appropriate zoning and land use regulations are in place to allow for the redevelopment of shopping centers as mixed-use centers. High Planning Division (ECD) Action 5.3.2: Monitor sales tax performance. Identify underperforming shopping centers and retail properties by monitoring reductions in sales tax revenue generated at each center. Medium Economic Development and Housing Division (ECD) Action 5.3.3: Conduct outreach and enforcement for underperforming shopping centers.

Encourage redevelopment of antiquated and underperforming shopping centers and retail locations through a combination of ongoing owner outreach and appropriate code enforcement actions.

Medium Economic Development and
Housing Division (ECD)
Policy PE-5.4
Action 5.4.1: Provide public investment for streetscapes and façades. Enhance the public realm of retail districts through public investments in the streetscape and mobility, potential façade improvement loans or grants, and collaboration with merchants or business organizations to create wayfinding and branding signage.

High Capital Projects (CM)
Policy PE-5.5
Action 5.5.1: Target growth of arts and culture uses to Downtown and Lindenville. Target growth of arts and culture uses in Downtown and Lindenville, with particular focus on attracting uses that are culturally relevant to city residents.

High Economic Development and
Housing Division (ECD)
Action 5.5.2: Collaborate with Downtown community to support events. Collaborate with merchants and merchant organizations to support cultural festivals and events that draw customers to Downtown businesses.

High City Manager
Action 5.5.3: Ensure zoning accommodates arts and culture uses. Ensure zoning and other city regulations accommodate arts and culture uses such as artist studios, performance spaces, and offices of related non-profit organizations to support local artists and arts organizations.

High Planning Division (ECD)
SHAPE SSF: 2040 GENERAL PLAN
A PROSPEROUS ECONOMY FOR ALL 8
164 165
Policy Implementation Action Priority Primary Responsibility Policy PE-5.5
Action 5.5.4: Support retention and attraction of resident-serving businesses. Provide services and outreach that support retention and attraction of businesses that provide affordable goods and services and goods and services representing South San Francisco’s diverse population.

High Economic Development and
Housing Division (ECD)
Action 5.5.5: Expand use of public facilities. Explore expanded use of public facilities in Downtown for arts and culture event programming that highlights the city’s existing cultural diversity.

High City Manager
Policy PE-5.6
Action 5.6.1: Maintain goods and services inventory. Identify the goods and services missing in each city neighborhood that would contribute toward meeting a more complete set of needs in “20-minute neighborhoods.”
Medium Planning Division (ECD)
Action 5.6.2: Coordinate with real estate community on space needs of goods and services businesses. Coordinate with real estate brokers to develop an understanding of what types of spaces are required by businesses providing goods and services needed in 20-minute neighborhoods.

Medium Economic Development and
Housing Division (ECD)
Action 5.6.3: Identify existing shopping destinations and services. Identify existing shopping centers and retail nodes that are critical for supporting individual complete neighborhoods and prioritize retention of retail uses at these locations.

Medium Economic Development and
Housing Division (ECD)
Action 5.6.4: Attract retail and services to emerging residential areas. Work with developers, brokers, and site locators to attract retail and services to areas targeted for significant residential growth where little housing previously existed—including near the Caltrain Station, portions of East of 101, and the northern portion of Lindenville.

Medium Economic Development and
Housing Division (ECD)
Policy PE-5.7
Action 5.7.1: Provide resources and training in online marketing. Work with technical assistance partners to provide resources and training to assist retail and restaurant businesses in online marketing and integration of e-commerce operations.

Medium Economic Development and
Housing Division (ECD)
Policy PE-5.8
Action 5.8.1: Develop a neighborhood retail business attraction and retention program. Medium Economic Development and Housing Division (ECD)
Action 5.8.2: Prioritize recruitment and retention of anchor businesses. As needed, prioritize recruitment and retention of “anchor” businesses in retail districts and shopping centers; anchors should draw visitors either from a larger geographic area or on a regular basis, and can potentially include large retail stores, gyms, entertainment and games, and even medical offices.

High Economic Development and
Housing Division (ECD)
Policy Implementation Action Priority Primary Responsibility GOAL PE-6: South San Francisco residents achieve upward mobility and equitably shared prosperity.

Policy PE-6.1
Action 6.1.1: Determine skills needs of South San Francisco residents. Regularly reassess the skills needs of businesses and industries in South San Francisco, San Mateo County, and San Francisco to determine what kinds of training programs may be most beneficial for South San Francisco residents, including residents with a high school degree or partial college completion.

High Economic Development and
Housing Division (ECD)
Action 6.1.2: Seek funding and partnerships for workforce development programs. Seek out new funding streams and partnerships for workforce development programs, such as funding from federal sources and partnerships with companies located in South San Francisco and with trade unions.

High Economic Development and
Housing Division (ECD)
Action 6.1.3: Coordinate with workforce development agencies. Continue working with local workforce development agencies that provide rapid re-employment services, training services, and other workforce development services as needed.

High Economic Development and
Housing Division (ECD)
Action 6.1.4: Provide customized local workforce training. Coordinate with local job training providers to ensure that programs are aligned with middle- and high-wage industries located in South San Francisco. If mismatches exist between the focus areas of countywide or regional workforce development agencies versus unique skill needs in South San Francisco, continue to pursue the creation of local customized workforce development services.

High Economic Development and
Housing Division (ECD)
Action 6.1.5: Expand partnerships with major local employers. Expand partnerships with major local employers that create pathways for job training and placement for residents and students, such as Genentech’s Gene Academy, Futurelab, and other STEM initiatives.

High Economic Development and
Housing Division (ECD)
Action 6.1.6: Support community wide efforts to provide English as a Second Language education. High City Manager
Policy PE-6.2
Action 6.2.1: Develop shared work program with SSFUSD. Develop and maintain a shared work program and agreement with the South San Francisco Unified School District to coordinate education, employer skill needs, and on-the-job internship/training opportunities.

High City Manager
Action 6.2.2: Establish youth job training with local employers. Establish agreements with major city employers to provide job training for local youth. High City Manager Action 6.2.3: Continue City practice of providing internships and mentoring. High City Manager SHAPE SSF: 2040 GENERAL PLAN
A PROSPEROUS ECONOMY FOR ALL 8
166 167
Policy Implementation Action Priority Primary Responsibility GOAL PE-7: South San Francisco provides a business climate that supports the success of local entrepreneurs and existing small, local, minority-owned, and culturally diverse businesses.

Policy PE-7.1
Action 7.1.1: Disseminate resources. Introduce available resources through all contacts with businesses. Examine additional opportunities to broaden access to information about these resources, such as providing materials to all establishments receiving City business licenses.

Medium Economic Development and
Housing Division (ECD)
Action 7.1.2: Provide targeted resources to home-based businesses. Explore providing targeted resources to home-based businesses regarding opportunities for support and for expansion into commercial and industrial spaces.

Medium Economic Development and
Housing Division (ECD)
Policy PE-7.2
Action 7.2.1: Consider creation of a program that provides low-cost business loans. Explore the creation of a low-cost business loan program for local small businesses and entrepreneurs, administered and/or funded by the City of South San Francisco or outside partners.

Medium Economic Development and
Housing Division (ECD)
Policy PE-7.3
Action 7.3.1: Increase coordination with business organizations. Increase cooperation and coordinate with the South San Francisco Chamber of Commerce, the regional ethnic chambers of commerce, and other local business groups.

Medium Economic Development and
Housing Division (ECD)
Action 7.3.2: Ensure informational materials for businesses are published in multiple languages. High Economic Development and
Housing Division (ECD)
Policy PE-7.4
Action 7.4.1: Conduct targeted engagement. Conduct outreach to and share technical and other resources with these entrepreneurs through partnerships with culturally relevant organizations and via the promoters, community navigators, and the Economic Advancement Center.

High Economic Development and
Housing Division (ECD)
GOAL PE-8: Business growth and investment provide financial and other contributions that meet the needs of South San Francisco residents.

Policy PE-8.1
Action 8.1.1: Periodically update impact fees. Periodically update the City’s impact fee schedule to reflect changing development conditions and supportable fee levels. High Finance Action 8.1.2: Establish district-based financing tools. Explore establishing community facilities districts and other district-based financing mechanisms East of 101 and in other rapidly growing areas to ensure that new development adequately covers the costs of new infrastructure and facilities needs.

High Economic Development and
Housing Division (ECD)
Policy PE-8.3 Action 8.3.1: Maintain and expand density bonus incentive program. As appropriate, maintain and expand the City’s existing density bonus incentive program for commercial properties. High Economic Development and Housing Division (ECD)

PERFORMANCE METRICS
PERFORMANCE METRIC: Number of jobs and businesses
Target
Growth rates of jobs and businesses match
or exceed growth rates for San Mateo County
overall during comparable periods of time
Data Source State of California Employment Development
Department
Department
Responsible Economic and Community Development
PERFORMANCE METRIC: Share of locally owned businesses
Target Long-term increase in the share of locally owned businesses

CITY TO BEGIN TRACKING DATA AND PROVIDE
IN THE FUTURE. Data Source City of South San Francisco Business License data Department
Responsible Finance Department
South San Francisco Jobs 21%
San Mateo County Jobs 27%
Job Growth Rate from 2009–2018
SHAPE SSF: 2040 GENERAL PLAN
A PROSPEROUS ECONOMY FOR ALL 8
168 169
PERFORMANCE METRIC: Share of jobs filled by city residents PERFORMANCE METRIC: South San Francisco General Fund revenue per capita, disaggregated by revenue source (property tax, sales tax, transient occupancy tax, etc.)
PERFORMANCE METRIC: Resident participation in job skills, adult education, and union apprenticeship training
Target Year-over-year increase in the share of jobs within South San Francisco that are filled by residents
Data Source U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD) Department
Responsible Economic and Community Development
Target
Year-over-year growth in
inflation-adjusted General
Fund revenue per capita

CITY TO BEGIN

TRACKING DATA

AND PROVIDE IN
THE FUTURE.

Data Source City of South San Francisco
annual budget
Department
Responsible Finance Department
Target
Year-over-year growth in
the percent of residents
participating in available
programs

CITY TO BEGIN

TRACKING DATA

AND PROVIDE IN
THE FUTURE.

Data Source
Compilation of
participation data from
primary workforce
development partners
Department
Responsible
Economic and Community
Development, with
education and workforce
development partner
organizations
PERFORMANCE METRIC: Race/ethnicity of workers at jobs in South San Francisco Target
Race/ethnicity of workers
employed in South San
Francisco matches the race
and ethnicity of employed
South San Francisco
residents overall
Data Source
U.S. Census Bureau
Longitudinal EmployerHousehold Dynamics
(LEHD)
Department
Responsible
Economic and Community
Development
PERFORMANCE METRIC: Residents located within a fifteen-minute walk of a food store with fresh produce and a drug store, disaggregated by race and ethnicity
Target Year-over-year growth in number of residents meeting criteria, and reduction in disparities by race and ethnicity
Data Source U.S. Census Bureau ACS and GIS analysis of produce and drug store locations Department
Responsible Economic and Community Development
47%
55%
White Alone
43%
33%
Asian Alone
4%
4%
Two or More Race Groups
3%
6%
Black or African American Alone
1%
1%
American Indian or Alaskan Native Alone
1%
1%
Native Hawaiian or Other Pacific Islander Alone
Race of Employed South San Francisco Residents
Versus Workers at Jobs in the City, 2019
Worker at Jobs in South San Francisco
Employed South San Francisco Residents
47%
55%
White Alone
43%
33%
Asian Alone
4%
4%
Two or More Race Groups
3%
6%
Black or African American Alone
1%
1%
American Indian or Alaskan Native Alone
1%
1%
Native Hawaiian or Other Pacific Islander Alone
Race of Employed South San Francisco Residents
Versus Workers at Jobs in the City, 2019
Worker at Jobs in South San Francisco
Employed South San Francisco Residents
47%
55%
White Alone
43%
33%
Asian Alone
4%
4%
Two or More Race Groups
3%
6%
Black or African American Alone
1%
1%
American Indian or Alaskan Native Alone
1%
1%
Native Hawaiian or Other Pacific Islander Alone
Race of Employed South San Francisco Residents
Versus Workers at Jobs in the City, 2019
Worker at Jobs in South San Francisco
Employed South San Francisco Residents
47%
55%
White Alone
3%
6%
Black or African American Alone
Hispanic/Latino Ethnicity of Employed
South San Francisco Residents Versus
Workers at Jobs in the City, 2019
Hispanic or Latinx
Not Hispanic or Latinx
8%
92%
8% Work and Live in South San Francisco
92% Work in South San Francisco but Live Elswhere
Percent of Workers at Jobs in
South San Francisco Who Live in South San Francisco, 2019 2019
23%
of residents of SSF live within
a 15 min. walkto a food
and drug store
15,156 of 64,873 people
SHAPE SSF: 2040 GENERAL PLAN

MOBILITY AND ACCESS
9 170 171
CHAPTER 9
Mobility
and Access 9
PART II: OUR PLACE
Multimodal
Travel
Reliable Transit Access
SHAPE SSF: 2040 GENERAL PLAN

MOBILITY AND ACCESS
9 172 173

WHERE WE WANT TO BE IN THE FUTURE
Travel in South San Francisco is safe and is perceived to be safe by all.

Transit is the first choice for regional travel. South San Francisco’s BART and Caltrain stations, and ferry terminal are all critical hubs of local and regional travel in the Bay Area.

SSF is a city where daily activities and functions can
be performed without the need or desire for a single
occupancy vehicle.

Plans and development activity emphasize transportation modes and strategies that ensure healthy air quality,
reduce greenhouse gas emissions, and reduce the need to devote additional lands to transportation uses.

All South San Francisco residents have reliable access to commercial centers, schools, and recreation regardless of their mode of travel.

SamTrans Bus Stop on Grand Ave.

PERFORMANCE METRIC
Transportation injury collisions
Target:

Eliminate severe injury and fatal collisions on the City’s roadway network

PERFORMANCE METRIC
Ridership at South San Francisco
BART, Caltrain, SamTrans, and
ferry facilities.

Target:

Double SamTrans and BART
ridership, quadruple ferry ridership,
and achieve 10x growth in Caltrain
ridership by 2040
Performance Metrics
12 How Our Plan Gets Us There
Transportation policy choices are key to achieving the equity, environment, and qualityof-life outcomes discussed throughout the General Plan.

Currently, South San Francisco residents and employees have few convenient choices to travel without a car: approximately 90 percent of all trips by residents and over 80 percent of commute trips by employees occur via driving. The auto-centric nature of the city’s transportation system generates traffic congestion, greenhouse gas emissions, and inequitable access to jobs and services.

South San Francisco relies on transportation infrastructure that was built for a different era when life was lived closer to home and the city had more heavy industry and fewer people and jobs. Today’s reality is more regional in nature, spanning commutes between employment centers, goods movement, and travel to retail, medical, hospitality, and recreational facilities.

Freeways are fully built out, yet traffic congestion continues to worsen. With the Bay Area expected to add another 1.5 million people in the next two decades, cleaner, less spaceintensive forms of travel will be necessary to keep the region and South San Francisco moving.

South San Francisco is well-positioned to capitalize on this shift, with access to two BART stations, a new Caltrain station expected to see a substantial increase in service, a ferry terminal serving regional commuters, and a local network of buses, shuttles, and bikeways. Nonetheless, further modernization of the city’s infrastructure is needed.

Health and safety are inextricably linked to the transportation system. Roadway collisions are the leading cause of death for people under the age of 55, and more than half of all road traffic deaths occur among vulnerable road users — pedestrians, bicyclists, and motorcyclists. For South San Francisco to achieve Vision Zero – eliminating all injury collisions on roadways – requires making tradeoffs to prioritize safety, such as reducing vehicle speed limits on local streets or allotting more street space to vulnerable users in the form of bikeways and sidewalks.

Transportation policy offers an opportunity to deliver mobility in a more equitable manner. On average, transportation is the second-largest cost for households, and the cost is largely driven by the location of one’s home in relation to jobs and services. Because housing is costly in San Mateo County, is it often the case that people earning less make the longest, most expensive commutes. Providing more housing close to job centers and prioritizing improvements for the city’s most vulnerable communities represent key strategies for realizing a more equitable mobility system.

Refer to page 202 to view a full list of
Performance Metrics for this chapter.

CITY TO BEGIN

TRACKING DATA

AND PROVIDE IN
THE FUTURE.

TOTAL COLLISIONS BETWEEN VEHICLES,
PEDESTRIANS, AND CYCLISTS FROM 2009-2018: ≥481 INCIDENTS SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
174 175

KEY ISSUES AND OPPORTUNITIES
Modernizing the Transportation
System for a Growing City
As South San Francisco continues to experience growth
and change, its transportation needs are increasingly
mismatched with the infrastructure and services
constructed years ago to support “the Industrial City.” This mismatch is especially apparent in the East of 101, Lindenville, and the El Camino Real sub-areas, where large auto-oriented streets are increasingly at-odds with higher density developments more oriented toward walking,
biking, and transit use. In many areas of the city, residents and employees rely on driving for the vast majority of trips because there are few other viable options.

As the local and regional population grows the number of trips will also increase. Roadways cannot be expanded to accommodate a similar increase in vehicle trips and more trips must be made by non-auto modes. Local trips within South San Francisco should be made by walk, bike, scooter, and transit whenever possible.

Modernizing South San Francisco’s transportation system means giving people choices in how they travel within
the city and region. It also means right-sizing the city’s transportation infrastructure, adding new streets and trail connections, and phasing out vestiges of the past like the city’s freight rail spurs. By building a more multimodal transportation network, South San Francisco can achieve a safe, multimodal, sustainable, livable, and connected city.

San Bruno Mountain
South San Francisco BART Station
Intersection of Oyster Point Blvd. and Veteran Blvd.

Capitalizing on Regional Transit
Improvements to Realize Mode Shift
South San Francisco is uniquely positioned to capitalize on several regional transportation improvements that can help reshape travel patterns for residents and employees. These projects include planned service expansions by Caltrain, SamTrans, and San Francisco Bay Area Water Emergency Transportation Authority (WETA), along with the new Caltrain station providing a more direct connection to Downtown and the East of 101 sub-area. These changes present opportunities to reduce vehicle miles traveled and shift vehicle trips (especially longer distance commute trips) to transit.

In order to realize the full potential of these projects, South San Francisco will need to prioritize walkable station areas along with first/last mile improvements that connect residents and employers with regional transit via shuttles and active transportation facilities. Such improvements are particularly critical for the East of 101 and Lindenville areas, where it is important for buses and shuttles to provide fast, direct, and reliable connections separated from traffic congestion and delays.

Connecting the City for Multimodal Travel
South San Francisco’s fragmented street grid presents challenges in accommodating growth. These challenges are especially apparent at the gateways to the East of 101 sub-area, which has constrained access via just four streets providing east-west and north-south connections. Other sub-areas experience limited connectivity as well: just four streets provide east-west connections between El Camino Real and Downtown/Sunshine Gardens, and much of Lindenville remains relatively isolated from adjacent areas. Traffic congestion tends to be concentrated on the few streets connecting the city given the lack of alternatives, and constrained right-of-way can limit opportunities for bicycle, pedestrian, and transit improvements.

Within 10mins Within 30mins
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave
Spruce Ave
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UV82
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Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
BART
Arterial Roads
Local Roads
City Parks and Joint Facilities
Context Parks
Waterbody
Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

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Major Highway
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Metropolitan
Oakland Intl
San Francisco
Intl
Palo Alto
San Bruno
Menlo Park
San Mateo
Sunnyvale
Mountain View
Hayward
Pleasanton
Belmont
Burlingame
Daly City
San
Carlos
Woodside San Jose
Tiburon
Atherton
Brisbane
Colma
East Palo
Alto
Foster City
Half Moon Bay
Hillsborough
Millbrae
Pacifica
San Francisco
Piedmont
Redwood City
Oakland
Orinda
Alameda
Berkeley
Dublin
Emeryville
Newark
San Leandro
Union City
Fremont
Moraga
Danville
San Ramon
Walnut Creek
Ashland Broadmoor
Alamo Blackhawk
Castro Valley
Cherryland
El
Granada
Emerald
Lake Hills
Fairview
Diablo
Highlands-Baywood
Park
Montara
Moss Beach
Norris
Canyon
North
Fair Oaks
San Lorenzo
Stanford
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SOUTH SAN

FRANCISCO
UV280
UV61
UV35
UV92
UV1
UV82
£¤101
§¨¦280
§¨¦80
§¨¦380
§¨¦880
Metropolitan
Oakland Intl
San
Francisco
Intl San Bruno
San Mateo
Hayward
Burlingame
Daly City
Brisbane
Colma
Foster City
Millbrae
Pacifica
San Francisco
Oakland
Alameda
Broadmoor
0 0.75 1.5 3
Miles
ity of South San Francisco
arks and Open Spaces
Waterbody
q® Major Airport
Caltrain Routes
BART Routes
Major Highway
Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021) SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
176 177
Figure 12: Travel Sheds
East-West Connections
South San Francisco is not equally accessible by all modes of travel. For example, Figure 12 shows that from El Camino Real at the South San Francisco BART station, only by traveling in a car can you reach all of the East of 101 area within 30-minutes. North-south connectivity is far superior to east-west connectivity and the East of 101 sub-area – the biggest cluster of jobs in the city – is virtually inaccessible to local bicycle and transit travelers coming from the western neighborhoods including parts of Sunshine Gardens, Serra Highlands, Westborough, and Avalon-Brentwood. Although regional transit travelers can use the San Bruno BART station for closer access to East of 101 jobs, local South San Francisco residents on the west side are disconnected from jobs and other opportunities on the east side. Improving accessibility for transit and active transportation modes (especially east-west access) represents a key opportunity for the city’s transportation system.

A Focus on Safety
With hundreds of miles of roadway and trails, it can be difficult to focus the City’s energy and financial resources. The desired General Plan transportation outcome is a system that is safe, connected, multimodal, sustainable, and livable. Safety is foundational for the other outcomes.

Residents and employees will only choose to bike, walk, and take transit if they feel safe doing so and mode shift will only occur if the city proactively undertakes projects to protect these most vulnerable roadway users. The ability to use these alternatives to get around the city will greatly improve health and environmental outcomes, which when combined, work to improve sustainability and livability.

The priority network in Figure 13 provides a roadmap to improve multimodal safety projects in South Francisco in coordination with the City’s Local Road Safety Plan and Active South City Plan.

The priority layers include:
• High-injury network: The high-injury network is the subsection of streets in South San Francisco where 75% of injury collisions occurred between 2015 and 2019, with greater weighting for collision that resulted in a severe injury or death. The vast majority of collisions are predicted to occur along these same streets in the future unless safety countermeasures are enacted.
• Complete streets opportunities: Complete streets opportunities represent streets that are not currently part of the high injury network but are expected to play an outsized role in serving the changing context in the city. While a pattern of injury collisions has not yet been observed, these corridors may present a higher risk as land use and transportation changes occur.
• School and community zones: School and community zones highlight the importance of pedestrian and bicycle safety for all ages and abilities within one to two blocks of schools and community centers. • Regional transit zones: Areas within ½ mile of BART, Caltrain, and the ferry are priorities for pedestrian and bicycle safety to support access to regional transit and ridership growth. Referred to as transit-oriented communities in the Land Use Element.

High Injury Network
Complete Streets Opportunities
1/8 Mile School & Community Zone
1/2 Mile Transit Zone
Figure 13: Transportation Priority Layers
Sources: USGS (2006); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

City of South San Francisco
City of South San
Francisco
BART Station
BART Station
High Injury Network 1/8 Mile School & Community Zone
Complete Streets Opportunities 1/2 Mile Transit Zone
City Parks, Open Space,
& Joint Facilities City Parks, Open Space,
& Joint Facilities
Caltrain Station
Caltrain Station
Arterial Road Unincorporated Area in City Sphere Arterial Road Unincorporated
Area in City Sphere
BART
BART
Parks and Open Space Caltrain Context Parks
Caltrain
Local Road Ferry Terminal Station Local Road
Ferry Terminal Station
Highway Highway
Waterbody Waterbody
1 3
2 4
Travel Time
Walk
Bike
Transit
Vehicle
Within 10mins
Within 30mins
Major Airport
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San Francisco Bay
Ferry
Termi nal
San B runo Creek
Co l m a C r e e k

SOUTH SAN

FRANCISCO
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UV84
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UV92
UV238
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§¨¦580
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Metropolitan
Oakland Intl
San
Francisco
Intl
Palo Alto
San Bruno
Menlo Park
San Mateo
Hayward
Belmont
Burlingame
Daly City
San
Carlos
Atherton
Brisbane
Colma
East Palo
Alto
Foster City
Half Moon Bay
Hillsborough
Millbrae
Pacifica
San Francisco
Piedmont
Redwood City
Oakland
Orinda
Alameda
Berkeley
Dublin
Emeryville
Newark
San Leandro
Union City
Fremont
Moraga
Danville
San
Ramon
Broadmoor Ashland
Alamo
Castro Valley
Cherryland
El Granada
Emerald
Lake Hills
Fairview
Diablo
Highlands-Baywood
Park
Montara
Moss Beach
Norris Canyon
North
Fair Oaks
San
Lorenzo
° 0 1.25 2.5 5
Miles
! ! !
!
! City of South San Francisco
Parks and Open Spaces
Waterbody
q® Major Airport
Caltrain Routes
BART Routes
Amtrak Routes
Major Highway
Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). 1 2
3 4
SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
178 179

MOBILITY NETWORK
Street Network
In order to accommodate anticipated growth, the city’s street network will need to evolve in the coming decades. Streets in South San Francisco are categorized into five typologies: Boulevards, Connectors, Downtown Main Streets, Industrial, and Neighborhood Streets. Figure 14 illustrates the city’s street network, including proposed street typologies and new street connections.

Roadway Typologies
Existing Boulevard (Arterial)
Existing Connector (Collector)
Existing Main St (Collector)
Existing Industrial
Existing Neighborhood (Local)
Potential Boulevard
Potential Connector
Potential Industrial
Potential Neighborhood
Transit Priority Corridor
1/2 Mile Transit Zone
Figure 14: Proposed Roadway Network
Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Roadway Typologies
Existing Boulevard
(Arterial) Potential Connector
Existing Main St
(Collector)
Potential
Neighborhood
Existing Connector
(Collector) Potential Industrial
Existing Industrial Transit Priority
Corridor
Existing Neighborhood
(Local) 1/2 Mile Transit Zone
Potential Boulevard
City of South San Francisco
BART Station
Caltrain Station
Arterial Road
Unincorporated
Area in City Sphere
BART
Caltrain Context Parks
Local Road
Ferry Terminal Station
Highway
Waterbody
Boulevard
Boulevards (arterials) serve as primary routes to destinations within the city or through the city. These roadways are designed to prioritize mobility and person throughput for all types of road users. They can accommodate larger volumes of travelers. They typically have four to six travel lanes (both directions combined), larger sidewalks, and dedicated bicycle facilities.

They may also include dedicated facilities for buses. Where the right-of-way is limited, user safety and person throughput (via vehicle, transit, bicycle, and foot) should be prioritized vehicle delay or parking.

Key design features may include:
• Multiple lanes of vehicle traffic in each direction with dedicated left turn lanes
• Buffered or protected bike lanes, including intersection conflict treatments
• Appropriate lane striping and widths to manage vehicle speeds and collision severity
• Comfortable sidewalks and crosswalks usually a minimum of 10 feet wide, including median refuge islands and curb bulbs to reduce crossing distance
• Landscaping and stormwater management infrastructure
• Speed limits of 25 mph with an option to set higher speed limits if appropriate
• Transit signal priority, in-lane bus stops, and sometimes bus-only lanes Connectors and Downtown Main Streets
Connectors (collectors) are primary or secondary streets within the city that serve as corridors to major destinations. These streets are designed to provide mobility space for all travelers – vehicles, pedestrians, bicyclists, and transit riders. They also provide access to major destinations and denser residential or commercial areas and can accommodate moderate volumes of travelers. Connectors generally have two travel lanes, sometimes with short four lane segments or a center left turn lane.

Connectors have sidewalks and provide on-street bicycle facilities and/or on-street parking.

Key design features may include:
• Typically a single lane of vehicle traffic in each direction, sometimes accompanied by on-street parking or dedicated left turn lanes
• Buffered or protected bike lanes, including intersection conflict treatments • Appropriate lane striping and widths to manage vehicle speeds and collision severity • Comfortable sidewalks and crosswalks usually a minimum of eight feet wide, including median refuge islands and curb bulbs to reduce crossing distance • Landscaping and stormwater management infrastructure
• Speed limits of 25 mph to prioritize safety
Downtown streets are a special type of connector where mobility related to higher density commercial and housing converge into a single corridor in which people do business, live, and interact with each other. Downtown streets typically serve as destination corridors rather than through routes, with lower traffic speeds, higher pedestrian and bicycle volumes, and flexible use of curb space for high-turnover on-street parking, loading, bicycle parking, and parklets. These streets typically have narrower two-lane cross sections. Design is focused on providing a vibrant walkable setting conducive to local business activity.
• Typically a single lane of vehicle traffic in each direction accompanied by flexible curb space • Time-limited and/or metered on-street parking to increase parking turnover and ensure availability of parking for business customers, with clear wayfinding to longer-term parking • On-street commercial loading areas (curbside or center-turn lane for large vehicles) • Sidewalks a minimum of 10 feet wide, bulbouts, and mid-block crosswalks to facilitate accessibility • Bike lanes on designated corridors
• Parklets and outdoor café seating
• Landscaping and stormwater management infrastructure
• Speed limits of 25 mph to prioritize safety
Pedestrian Crossing in East of 101 Sub-Area
SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
180 181
Neighborhood and Industrial Streets
Neighborhood (local) streets are primarily located in residential neighborhoods. These streets provide local access to and between residential areas, commercial areas, schools, parks, and community centers. These streets typically have two travel lanes and on-street parking if street widths permit. They may incorporate design features to calm or discourage use by vehicles and prioritize their use as bicycle boulevards or slow streets.

Key design features may include:
• Typically a single lane of vehicle traffic in each direction accompanied by on-street parking • Landscaping and stormwater management infrastructure
• Mid-block speed bumps, chicanes, traffic circles, and other calming measures to reduce vehicle speeds
• Bicycle sharrows and wayfinding signage if streets are designated as a bicycle boulevard • Sidewalks a minimum of eight feet wide
• Lower speed limits (15 to 25 mph)
Industrial streets are like neighborhood streets but are designed to serve the needs of manufacturing and goods movement businesses that need access by larger and heavier vehicles. Common vehicles often include vans, single unit trucks, and smaller semi-trucks. Industrial streets may have two vehicle lanes, and occasionally wider lane widths to accommodate larger vehicles.

Design elements will be scaled to reflect the function of the surrounding land uses and roadway size, and may emphasize:
• Thicker pavement sections for increased resiliency against heavy, low-speed vehicles • Truck aprons to manage vehicle speed and truck turns
• Layover space for trucks waiting to make deliveries
• Bioswales and other surface water treatments to reduce pollution and sediments in runoff Transit Priority Corridors
Some streets in South San Francisco warrant special consideration as transit priority corridors – corridors that serve high frequency bus and shuttle routes under existing or future conditions. Transit priority corridors primarily overlap with arterials and collectors, though they may occasionally consist of local streets. Designated transit priority corridors may evolve over time as bus and shuttle services change.

Transit priority routes may incorporate design elements to prioritize transit speed and reliability and passenger experience, such as:
• Transit only lanes
• Transit signal priority
• In-lane, far-side bus stops
• Bus bulbs (with bike lane bypasses on designated bike corridors) • Queue jumps
• Bus shelters
• Sidewalk and crosswalk gap closures
Bus Shelter in East of 101 Sub-Area
Landscaped Pedestrian Pathway
Bike Lane
Bicycle and Pedestrian Networks
As South San Francisco adds residents and jobs, more trips will need to occur via walking and biking to keep the city moving. The Active South City Plan presents the City’s roadmap for bicycle and pedestrian network rollout in the near-, medium-, and long-term, with an emphasis on creating comfortable, connected facilities that address key barriers throughout the city, such as US-101, I-280, and El Camino Real. The plan identifies changes to how infrastructure and programmatic elements can grow walking and bicycling in the city.

The Active South City bicycle and pedestrian recommendations should be implemented alongside the street concepts described above and scheduled using the priority network introduced in the Keys Issues and Opportunities section. Reworking the street network to accommodate multiple modes will require further analysis in some places, and tradeoffs where right-of-way is limited. Where conflicts arise, decision makers should refer back to the Mobility Element Key Outcomes.

San Bruno Mountain
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!140 !38
!38
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!122 !130
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
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City of
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City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
! ! !
!
!
City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
Highway
Arterial Roads
Local Roads
City Parks and Joint Facilities
Context Parks
Waterbody
SamTrans Service
280 Corridor (no stops)
101 Corridor (no stops)
130 - 15-min service
ECR Rapid - 15-min service
Commute.org Service
Commute.org Express Corridor (no stops)
South City Shuttle
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
Gellert B vl d
§¨¦380
§¨¦280
¬«35
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Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
!
! !
!
!
City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
BART
Highway
Arterial Roads
Local Roads
City Parks and Joint Facilities
Context Parks
Waterbody
Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Truck Route
Proposed for Weight Restrictions
Roadway Typologies
Existing Boulevard
Existing Connector and Main St
Existing Industrial
Existing Neighborhood
Potential Boulevard
Potential Connector
Potential Industrial
Potential Neighborhood
SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
182 183
Figure 15: Transit Network
Transit Network
South San Francisco’s transit network revolves around its major regional transit stations (South San Francisco and San Bruno BART Stations, South San Francisco Caltrain Station, and the South San Francisco Ferry Terminal) and three frequent SamTrans bus corridors: Route ECR (El Camino Real) and Route 292 (Airport Boulevard) running north-south, and Route 130 (Grand Avenue/Hickey Boulevard) running east-west. Additional local SamTrans bus routes, commuter shuttle routes, and community shuttle routes fill gaps in first/last mile and community connections.

As the city grows, the transit network is expected to evolve over time. In particular, South San Francisco is expected to see a substantial increase in Caltrain service in the coming years as the agency implements its Business Plan service vision, while ferry, bus, and shuttle service is also expected to grow to meet the city’s changing needs. The city can support increased regional transit service via pursuing access improvements to its stations and orienting employer transportation demand management programs around these services. The city can also support fast and reliable bus and shuttle operations by implementing improvements such as transit signal priority, bulbouts and in-lane bus stops, and bus-only lanes, particularly on its transit priority corridors.

Sam Trans Service
ECR Rapid—15-min service
101 Corridor (no stops)
Commute.org Express Corridor (no stops)
280 Corridor (no stops)
Commute.org Service
130—15-min service
South City Shuttle
City of South San Francisco
BART Station
Caltrain Station
Arterial Road
Unincorporated
Area in City Sphere
BART
Caltrain Context Parks
Local Road
Ferry Terminal Station
Highway
Waterbody
Sources: City of South San Francisco (2019); County of San Mateo (2019); SamTrans (2019); ESRI (2021).

Truck Network
South San Francisco’s truck network differentiates streets that are designed to accommodate large freight trucks. These streets typically require designing for larger vehicles, including lane configurations, curb radii, and pavement types. The truck network is expected to evolve over time as land uses change; in particular, truck routes in Downtown and northern Lindenville should be phased out as more residential development occurs and the Sneath Lane extension is constructed between South Linden Avenue and Huntington Avenue.

Truck Passing Through Lindenville
Figure 16: Truck Network and Restrictions
Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

City of South San Francisco
BART Station
Truck Route Proposed for Weight Restrictions
Existing Boulevard
Existing Connector Main St
Existing Industrial
Existing Neighborhood
Potential Boulevard
Potential Connector
Potential Industrial
Potential Neighborhood
Caltrain Station City Parks, Open Space, & Joint Facilities Arterial Road Unincorporated Area
in City Sphere
BART
Caltrain Context Parks
Ferry Terminal Station Local Road
Highway
Waterbody
Roadway Typologies

MAJOR TRANSPORTATION INVESTMENTS
SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
184 185
Table 6:

Proposed New Streets & Major Transportation Investments # City
Involvement STREET PROPOSED CHANGE STREET CHARACTERISTICS

PROPOSED
TYPOLOGY PURPOSE APPROX. COST
1 High Oyster Point
Boulevard
Addition of bus-only lanes between US101 and ferry terminal 6 lanes (two busonly lanes) + bike
lanes, 30 MPH
Boulevard (Transit
Priority Corridor)
Adds capacity for East of 101
Area and improves first/last mile
access to regional transit
$15M
2 High East Grand Avenue
Addition of bus-only lanes between the
Caltrain Station and Haskins Way, trail
gap closure between Caltrain Station
and Forbes Boulevard, and bus-only
ramp to Poletti Way
6 lanes (two busonly lanes) + bike
lanes, 30 MPH
(Bus-only ramp: 1
lane + multi-use
trail, 25 MPH)
Boulevard (Transit
Priority Corridor)
Adds capacity for East of 101
Area and improves first/last mile
access to regional transit
$25M
3 High New East of 101
Trails
Three miles of new multi-use trails
along Poletti Way and parallel to Forbes
Boulevard, Eccles Avenue, and Harbor
Way.

N/A Class I Bikeway
Expands active transportation
network and improves first/last
mile access to regional transit
$5M
4 High Utah Avenue
Interchange
Extension from South Airport Boulevard
to San Mateo Avenue with connection to
Produce Avenue
4 lanes + bike lanes,
25 MPH Boulevard
Connects East of 101 Area and
Lindenville and improves access
to US-101
$100M
5 High Haskins Way
Haskins Bridge connecting Haskins Way
in the north to North Access Road to the
south
4 lanes + multi-use
trail, 40 MPH Boulevard Adds capacity for East of 101 Area $130M 6 High Oyster Point
Boulevard
Extension of Oyster Point Boulevard to
Sierra Point via new bridge
2 lanes + multi-use
trail, 30 MPH Boulevard Adds capacity for East of 101 Area $50M 7 High Railroad Avenue Connect Sylvester Road and Littlefield Avenue using railroad right-of-way
2 lanes + bike lanes,
25 MPH Connector
Improves internal connectivity
in East of 101 Area and supports
corridor redevelopment
$10M
9 Medium Sneath Lane
Extension
Extension of Sneath Lane from
Huntington Avenue to South Linden
Avenue & connection between Maple
Avenue & Huntington Avenue
4 lanes + bike lanes,
25 MPH
Boulevard (Transit
Priority Corridor)
Connects Lindenville to San
Bruno $20M
10 Medium El Camino Real Grand Boulevard Modernization 6 lanes + bike lanes, 30 MPH
Boulevard (Transit
Priority Corridor) Supports corridor redevelopment $30M To support the city’s changing needs and transportation policy framework, various major transportation investments are needed, as summarized in the previous sections and
illustrated in Figures 17 through 27. Table 6 provides
an inventory of these major transportation projects in
relation to the overall transportation network, including the proposed changes and approximate cost. Projects of
citywide or area-wide importance are marked as having a “high” level of City involvement, while projects with more local effects or contingent on individual developments
or partnerships with other agencies are marked as
having “medium” or “low” levels of City involvement.

Additional information on smaller-scale street and
active transportation projects may be found in planning documents such as the Active South City Plan. Although
these projects alone cannot solve traffic congestion and person throughput needs, when paired with enhanced
transit services and stronger transportation demand
management programs, these projects can help support the city’s growth. In total, it is anticipated that the city will need roughly $1-1.2 billion in transportation upgrades over the next two decades to support buildout of the General Plan.

Transportation Infrastructure Improvements
SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
186 187
# City
Involvement STREET PROPOSED CHANGE STREET CHARACTERISTICS

PROPOSED
TYPOLOGY PURPOSE APPROX. COST
11 Medium El Camino Real Grand Boulevard Modernization 6 lanes + bike lanes, 30 MPH
Boulevard (Transit
Priority Corridor) Supports corridor redevelopment $30M 12 Medium South Airport
Boulevard
Modernization to add median, protected
bike lanes, enhanced bus stops, and
wider sidewalks
4 lanes + bike lanes,
30 MPH
Boulevard (Transit
Priority Corridor) Supports corridor redevelopment $15M 13 Medium Grand Avenue Downtown Streetscape Project 2 lanes + bike lanes, 25 MPH
Downtown Main
Street
Improves walkability and first/last
mile access to Caltrain station $20M
14 Medium New Street
New street connecting Eccles Avenue to
Forbes Boulevard between Rozzi Place
and Gull Drive
2 lanes + bike lanes,
25 MPH Connector Improves internal connectivity in
East of 101 Area $10M
15 Medium New Street
New street connection between El
Camino Real and Mission Road aligned
with Sequoia Avenue, Grand Avenue, or
Oak Avenue
2 lanes + bike lanes,
25 MPH Neighborhood Improves east-west connectivity across Colma Creek $20M 16 Medium Maple Avenue Connect Maple Avenue between Railroad Avenue and S Canal St including a bridge 2 lanes, 25 MPH Neighborhood Connects Lindenville and Downtown $15M 17 Medium South Linden
Avenue
South Linden Grade Separation
& Tanforan Avenue Pedestrian
Undercrossing
2-4 lanes + bike
lanes, 25 MPH Boulevard
Improves internal connectivity in
Lindenville & first/last mile access
to BART
$305M
18 Medium New Trail Connect Centennial Way Trail and Bay Trail via US-101 overcrossing N/A Class I Bikeway Improves first/last mile access to BART $15M 19 Low Littlefield Avenue
Extension from East Grand Avenue to
Eccles Avenue via Cabot Road, Forbes
Boulevard, and Carlton Court
2 lanes, 25 MPH Connector Improves internal connectivity in East of 101 Area $10M
20 Low Point San Bruno
Boulevard
Formalize connection between Point San
Bruno Boulevard and East Grand Avenue 2 lanes, 25 MPH Connector Improves internal connectivity in East of 101 Area $10M
21 Low Myrtle Avenue Extension from South Spruce Avenue to South Maple Avenue 2 lanes, 25 MPH Neighborhood Improves internal connectivity in Lindenville $10M
22 Low Harris Avenue Connect cul-de-sac with E. Harris Avenue 2 lanes, 25 MPH Neighborhood Improves internal connectivity in East of 101 Area $10M
# City
Involvement STREET PROPOSED CHANGE STREET CHARACTERISTICS

PROPOSED
TYPOLOGY PURPOSE APPROX. COST
23 Low Roebling Road Extension across East Grand Avenue to proposed Railroad Avenue 2 lanes, 25 MPH Neighborhood Improves internal connectivity in East of 101 Area $10M 24 Low Swift Avenue Extend Swift Avenue to Littlefield Avenue 2 Lanes, 25 MPH Neighborhood Improves internal connectivity in East of 101 Area $10M
25 Low Wattis Way Extend Wattis Way to South Airport
Boulevard 2 Lanes, 25 MPH Neighborhood Improves internal connectivity in East of 101 Area $10M 26 Contingency and other local streets and active transportation projects identified in other plans $200- 400M
Total Cost, $2022 $1-1.2B
Notes:

Streets marked as “high” priority should provide a citywide or neighborhood-wide mobility benefit and should be advanced by the city’s public works department. Streets marked as “low” priority should be considered as redevelopment occurs at the applicable parcels and would primarily have a local mobility benefit. Streets marked as “medium” priority may be pursued by the city or considered as redevelopment occurs, and would provide a neighborhood-wide mobility benefit.

Costs are rough order-of-magnitude estimates based on previous analyses or comparable projects, rounded to the nearest $5 million in 2022 dollars. Costs do not include right-of-way acquisition if such actions are needed.

Additional study is needed to refine the cost of each project.

ACCE
CCF
CCE
CF
AABF
ACCE
AE
ABCE
AE
ACCE
1: Oyster Point/Gateway/US-101 2: Oyster Point/Veterans AM PM
E
Proposed Lane Configuration Proposed Cross Section R/W
R/W
10’ 3’ 6’ 11’ 11’ 11’ 5’ 11’ 11’ 11’ 11’ 6’ 3’ 10’

R/W

115-120’

1 2
Oyster Point Blvd
Gateway Blvd
Veterans Blvd
Eccles Ave
Oyster Point Boulevard Concept
New trail crossing
and refuge island
Continue bus lane to
NB-101 on-ramp
Consider dynamic lane
assignment to provide
eastbound through-le lane
during AM peak period
Widen to
accommodate
bus lanes
Consider westbound le
turn restrictions to simplify
intersection operations
SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
188 189
Oyster Point Boulevard Bus Lanes
Oyster Point Boulevard will function as the primary or secondary route to access over 100,000 jobs in the East of 101 sub-area, representing one of the city’s biggest bottlenecks. In order to serve this demand and provide sufficient person-throughput along a constrained corridor, it is necessary to prioritize transit operations by adding bus lanes. Bus lanes allow for fast and reliable operations of regional express buses along with first/last mile services to Caltrain, BART and the ferry, while promoting the use of transit and stabilizing transit operating costs. Without bus lanes, bus and shuttle services will experience longer travel times and delays as the corridor develops, resulting in a negative feedback loop that increases operating costs while reducing the usefulness of these services.

Bus lanes may be accommodated on Oyster Point Boulevard between US-101 and Gull Drive through a combination of restriping, repurposing medians and turn lanes, and some widening along portions of the corridor (particularly east of Veterans Boulevard where the right-of-way narrows to roughly 85 feet). As illustrated in Figure 17, a 115 to 120 foot cross-section would accommodate a curbside bus lane and bike lane in each direction along with widened sidewalks while maintaining two through lanes for auto traffic, one left turn lane, and a median. In the westbound direction, bus-only lanes should extend to the US-101 northbound onramp to provide a seamless connection for buses traveling to San Francisco. At intersections where a second left turn lane is needed, the city may consider dynamic lane assignment to convert one left turn lane to a through-left lane during the AM peak period. To improve walkability and traffic operations while reducing conflicts along the corridor, the city may also consider restricting some lower-volume turning movements.

Key Street Changes
A few streets across South San Francisco are expected to play outsized roles in accommodating changing land use and transportation conditions within the city. This section provides additional descriptions, conceptual layouts, and cross sections for these streets to serve as a starting point for planning activities.

Figure 17: Oyster Point Boulevard Concept
E
F
CFF
A
AC
F
CCE
1: E Grand/Poletti/US-101 2: E Grand/Sylvester
ACCE
AFF
CCE
ACCE
ACE
ACCE
3: E Grand/Grand
4: E Grand/Gateway
ACE
ACCE
ACE

ABCEACCE
5: E Grand/Forbes
ACE
AM PM
Proposed Lane Configuration Proposed Cross Sections
*

R/W

12’ 4’ 6’ 6’ 4’ 13’ 11’ 11’ 11’ 11’ 5’ 10’

10’ 3’ 6’ 6’ 3’ 11’ 11’ 11’ 6’ 11’ 11’ 11’ 11’ 6’ 3’ 10’

10’ 3’ 6’ 11’ 11’ 11’ 5’ 11’ 11’ 11’ 11’ 6’ 3’ 10’

11’ 2’ 13’ 3’ 5’ 5’2’

105’ 130’
120’
R/W
R/W
R/W
R/W

R/WR/WR/W
R/W
30’

A A B B

C C D D

1 2
3 4
5 East Grand Ave
East Grand Ave
Gateway Blvd
Forbes Blvd
Grand Ave
Poletti Way
Sylvester Rd
Caltrain Station
East Grand Avenue Concept
Curb extensions
reduce pedestrian
crossing distances and
shorten cycle lengths
New traic signals
New signal at
Forbes/Corporate
New crosswalk/trail
crossing
Slip lane closures
A
A
B
B
D
D
C
C
SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
190 191
East Grand Avenue Bus Lanes and Caltrain Station Access Like Oyster Point Boulevard, East Grand Avenue will serve as a key gateway to jobs in the East of 101 Area as well as the primary connection to Caltrain. In order to maximize the corridor’s person throughput, a combination of bus lanes, expanded sidewalks, and trail gap closures are needed.

Bus lanes would span most of the corridor from the Caltrain station to Haskins Way, including a new westbound bus ramp directly connecting East Grand Avenue to Poletti Way and the Caltrain station.

Widened sidewalks and an expanded trail along the north side of East Grand Avenue would serve pedestrians and bicyclists traveling between Caltrain/Downtown and the East of 101 Area. As shown in Figure 18, a 120 to 130 foot cross-section would accommodate a curbside bus lane in each direction, expanded bikeways and sidewalks, two through lanes for auto traffic, one left turn lane, and a median.

While the right-of-way varies, widening of the street itself would be necessary east of Forbes Boulevard to achieve roughly 95 feet curb-to-curb (as opposed to about 70 feet existing). Eliminating the channelized right turn “slip” lanes and providing curb extensions would help improve traffic operations and reduce conflicts.

Shared Bike Lane and Bus Bulb
Transportation Infrastructure Improvements Along East Grand Ave.

Figure 18: East Grand Avenue Concept
SHAPE SSF: 2040 GENERAL PLAN

MOBILITY AND ACCESS
9 192 193
Haskins Way and Oyster Point Boulevard Bridges
The Haskins Way and Oyster Point Boulevard bridges each would each expand capacity into the East of 101 Area to the south and north, respectively, providing access to two underutilized freeway interchanges.

The Haskins Way Bridge would connect East Grand Avenue and North Access Road/I-380 with a four-lane bridge, enabling a direct connection between the East of 101 Area, I-380, and US-101. The Oyster Point Boulevard bridge would connect Oyster Point Boulevard and Sierra Point Parkway with a two-lane bridge, enabling a direct connection between the East of 101 Area, Sierra Point, and US-101. Both bridges would also include an extension of the Bay Trail. While these bridges would serve critical roles in expanding street capacity, each faces complex and uncertain paths toward implementation given their high costs and potential effects on the San Francisco Bay; for these reasons, further study is necessary to confirm feasibility.

Railroad Avenue and Sylvester Road
Railroad Avenue would provide a new east-west street between Sylvester Road and Littlefield Road via Gateway Boulevard and Harbor Way, repurposing an underutilized rail spur. Railroad Avenue would provide several benefits to East of 101 sub-area circulation: it would expand capacity for east-west travel, enhance local access for redevelopment opportunities along Sylvester Road and East Grand Avenue, and improve pedestrian and bicycle access to Caltrain. Railroad Avenue would include two vehicle lanes along with sidewalks and bicycle lanes. The right-of-way varies between approximately 50 feet at its narrowest segments and 75 feet at its widest segments; along such wider segments, the street should also include protected bike lanes, landscaping, and a center left turn lane.

Sylvester Road would connect to Railroad Avenue and include two vehicle lanes, sidewalks, and a two-way protected bikeway to minimize conflicts between vehicles and bicyclists.

El Camino Real and South Airport Boulevard Modernization El Camino Real and South Airport Boulevard would be modernized into more walkable and bikeable ‘grand boulevards’ to support their evolution from low density auto-oriented corridors into mixed-use residential, employment, and hotel uses. Both streets have substantial right-of-way along most of the corridor: South Airport Boulevard is typically greater than 100 feet wide, while El Camino Real is typically greater than 120 feet wide. Wider sidewalks, buffered or protected bike lanes, enhanced bus stops, and landscaped medians and sidewalk buffers should be added, while maintaining existing vehicle lanes and a dedicated left turn lane.

Signalized crossings should be provided for pedestrians and bicyclists at all marked crosswalks and accompanying bus stops, ideally no greater than ¼ mile apart.

Utah Avenue
Utah Avenue is expected to grow importance as a connection between the East of 101 Area and Lindenville after completion of an overpass connecting San Mateo Avenue and South Airport Boulevard. Utah Avenue has approximately 75 feet of right-of-way east of South Airport Boulevard, which presents an opportunity for wider sidewalks and protected bike lanes while maintaining existing vehicle lanes. A new traffic signal at Harbor Way is recommended, while a signal at Wattis Way/Corey Way may also be considered as land uses densify. Adding a left turn lane (via widening Utah Avenue) or implementing a four-to-three lane road diet may be considered to enable protected left turns at these traffic signals.

Figure 19:

Proposed Cross Section—
Haskins Bridge
Figure 20:

Proposed Cross Section—
Sierra Point Bridge
Figure 21:

Proposed
Cross Section—
Railroad Avenue
(Narrowest)
Figure 22:

Proposed Cross Section—
Railroad Avenue (Widest)
Figure 23:

Proposed Cross Section—Sylvester Road
Figure 26:

Proposed Cross Section—
Utah Avenue
Figure 25:

Proposed Cross
Section—
South Airport
Boulevard
Figure 24:

Proposed Cross
Section—
El Camino Real
SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
194 195
Sneath Lane Extension
and South Linden Avenue Grade Separation
The Sneath Lane extension from Huntington Avenue to South Linden Avenue would connect Lindenville and San Bruno with a four-lane street along with bike lanes and wide sidewalks. The Sneath Lane extension would enable more direct access to I-380, I-280, and El Camino Real from Lindenville, east-west travel between San Bruno and the East of 101 Area (via San Mateo Avenue and the proposed Utah Avenue extension) and enhanced first/last mile access to the San Bruno BART station.

The Sneath Lane extension would connect to the proposed grade separation of South Linden Avenue crossing Caltrain, realigning the grade separation as a primarily east-west route. A parallel pedestrian and bicycle crossing at Tanforan Avenue would further enhance first/ last mile access to the San Bruno BART Station and enable a dedicated connection between the Bay Trail and Centennial Way Trail.

FUNDING PLAN
Funding for the approximately $1-1.2 billion in capital improvements identified in Table 6 would come from a combination of city, county, regional, state, federal, and private sector sources.

Key funding sources include:
• City funds: The City of South San Francisco funds transportation improvements through various sources. The primary source is via a Transportation Impact Fee (Resolution 120-2020).

At current fees, the General Plan buildout could generate approximately $1 billion upon full buildout of the General Plan (although not all developments may ultimately be realized). The City is also considering a community facilities district (CFD) within the East of 101 Area to augment transportation funding for the district. Preliminary funding plans for the CFD expect it could generate approximately $160 to $290 million.
• Private sector funds: Some transportation projects within the city may be partially or fully funded by the private sector as developments occur, particularly new streets, streetscape improvements, or trail connections within or alongside such developments. • County/regional grants and local return: The San Mateo County Transportation Authority and the City/County Association of Governments administer various grant programs funding highway, grade separation, bicycle & pedestrian, transit, and other local transportation projects. Funding for these county programs is primarily derived from the County’s Measure A and Measure W sales taxes and Measure M vehicle registration tax. The City also receives a dedicated local return from Measure A and Measure W. Additionally, the Metropolitan Transportation Commission and Bay Area Air Quality Management District periodically administer their own grant programs to fund various transportation improvements with an emphasis on equity and VMT reduction. Grant funding varies year to year.
• State grants: The State of California administers several grant programs to fund transportation improvements with a focus on the state highway system, active transportation, and safety, including the State Transportation Improvement Program, Active Transportation Program, and Highway Safety Improvement Program. Grant funding varies year to year. • Federal grants: Various grant programs are distributed to cities directly or via state, regional, and county governments. Federal grants are primarily funded via the Surface Transportation Program and Congestion Mitigation and Air Quality Improvement Program. Grant funding varies year to year.

Some projects affecting regional transportation projects identified in the General Plan are expected to be primarily funded by county, regional, state, and/or federal sources, while other projects more local in nature may be funded primarily via the City with transportation impact fees and CFD funds or via the private sector. Based on recent and anticipated funding from these sources, Table 7 summarizes the funding plan to build out projects identified in the Mobility Element.

Table 7:

Mobility Element Funding Summary
Funding Source Funding Expectations Funding Emphasis
City (Transportation
Impact Fee &
potential Community
Facilities District)
$500-600M (50%)*
Local projects
focusing on city
circulation needs.

Private Sector $100-120M (10%)
Local projects on
private right-of-way
associated with new
developments.

County/Regional $200-240M (20%) Larger projects of
countywide and
regional importance,
especially those
involving regional
agencies.

State/Federal $200-240M (20%)
Total $1-1.2B
Note
*The Transportation Impact Fee may generate up to $1 billion in funding with full buildout of the General Plan, while a potential community facilities district may generate $160 to $290 million.

East of 101 Area Trail Network and Bay Trail-Centennial Way Trail Connection Converting former freight railway spurs and other underused right-of-way into multi-use trails presents a key opportunity to improve first/last mile access and active transportation connectivity within the East of 101 Area. As detailed in the Active South City Plan, these trails connecting employers to regional transit could function as a backbone network for active transportation and first/last mile connections. Priority trail facilities would cover three inactive rail spurs running parallel to Eccles Avenue, Forbes Boulevard, and Harbor Way converging at East Grand Avenue and the Caltrain Station, a trail along Poletti Way to the Caltrain Station, and a trail connecting the Bay Trail and Centennial Way Trail/San Bruno BART Station via a new bridge over US-101. Some of these trail segments have already been constructed, while other gaps remain.

Figure 27:

Proposed Cross Section—Sneath Lane Extension
SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
196 197

POLICY FRAMEWORK
Person Traveling on Protected Sidewalk along Bridge
GOAL MOB-1: South San Francisco prioritizes
safety in all aspects of transportation planning
and engineering.

INTENT:

To advance the Vision Zero goal of zero traffic deaths
and serious injuries on city streets by 2025 (Resolution 40-2021).

Policy MOB-1.1: Use a systemic safety approach to
proactively identify and address safety risks.

Policy MOB-1.2: Strive to reduce vehicle speeds
throughout the city to reduce the frequency and
severity of collisions.

GOAL MOB-2: South San Francisco provides
a multimodal network with convenient choices
for everyone.

INTENT:

To provide low-cost, low-impact travel options and to
focus on moving people rather than cars (Resolution
86-2012).

Policy MOB-2.1: Incorporate complete streets
improvements into all roadway and development
projects.

Policy MOB-2.2: Advance more equitable
transportation within South San Francisco.

GOAL MOB-3: South San Francisco
proactively manages traffic and parking
demand.

INTENT:

To focus on access for people while ensuring that car
travel is a reliable option.

Policy MOB-3.1: Promote mode shift among
employers. Manage the number of vehicle trips, with a
focus on promoting mode shift among employers.

Policy MOB-3.2: Optimize traffic operations on City
streets. Optimize traffic operations on City streets
while avoiding widening roadways or otherwise
pursuing traffic operations changes at expense of
multimodal safety, transit reliability, or bicycle and
pedestrian comfort.

Policy MOB-3.3: Right-size parking supply and
maximize the efficiency of curb space.

Policy MOB-3.4: Use parking management tools
to manage limited street space in residential
neighborhoods.

SHAPE SSF: 2040 GENERAL PLAN

MOBILITY AND ACCESS
9 198 199
GOAL MOB-4: South San Francisco’s land
use and transportation actions reduce vehicle
miles traveled (VMT) and greenhouse gas
emissions.

INTENT:

To curb greenhouse gas emissions and support mode
shift to transit, active transportation, and carpooling.

Policy MOB-4.1: Increase substantially the
proportion of travel using modes other than
driving alone.

Policy MOB-4.2: Embrace innovation. Prepare the
City for changes to transportation technology (such
as autonomous vehicles and micromobility) and
incorporate such innovations into projects when
appropriate and where feasible.

GOAL MOB-5: South San Francisco residents
have easy access to play, fitness, and active
transportation networks.

INTENT:

To reduce barriers to physical activity and improve
comfort with the city’s pedestrian and bicycle networks.

Policy MOB-5.1: Expand the low-stress bike and
pedestrian network. Capitalize on opportunities to
expand the low-stress bike and pedestrian network
throughout the city.

Policy MOB-5.2: Enhance access to the trail network.

Enhance access to Centennial Way Trail, Bay Trail, and
other trail facilities through streetscape projects and new developments.

Pedestrian Crosswalk

IMPLEMENTATION ACTIONS
Policy Implementation Action Priority Primary Responsibility GOAL MOB-1: South San Francisco prioritizes safety in all aspects of transportation planning and engineering.

Policy MOB-1.1
Action MOB 1.1.1: Develop a Vision Zero Action Plan. Develop and implement a Vision Zero Action Plan that incorporates a prioritization approach for the Capital Improvement Program (CIP) and maintenance response process and identifies safety countermeasures to incorporate into all development projects and capital improvements.

High Engineering Division (PW)
Policy MOB-1.2
Action MOB 1.2.1: Incorporate traffic calming. Incorporate traffic calming treatments into all street projects to support lower design speeds. Medium Engineering Division (PW) Action MOB 1.2.2: Evaluate reducing speed limits. Evaluate reducing speed limits on the city’s high injury network, transit priority streets, school areas, and other streets with high concentrations of vulnerable street users.

Medium Engineering Division (PW)
GOAL MOB-2: South San Francisco provides a multimodal network with convenient choices for everyone.

Policy MOB-2.1
Action MOB-2.1.1: Complete multimodal design and impact analysis. Ensure that roadway and development projects are designed and evaluated to meet the needs of all street users, and that development projects contribute to multimodal improvements in proportion to their potential impacts on vehicle miles traveled.

High Engineering Division (PW)
Action MOB-2.1.2: Create multimodal prioritization processes. Develop Capital Improvement Program (CIP) prioritization criteria to strategically advance multimodal complete streets projects. Medium Engineering Division (PW) Action MOB-2.1.3: Implement Active South City Pedestrian and Bicycle Plan. All capital improvements and development projects incorporate bicycle and pedestrian improvements identified in the Active South City Plan, such as trails, bikeways, bicycle detection at traffic signals, high-visibility crosswalks, and pedestrian-oriented site plans.

High Engineering Division (PW)
Action MOB-2.1.4: Implement transit speed, reliability, and access improvements. All capital improvements and development projects near regional transit stations or bus/shuttle routes incorporate improvements to advance speed, reliability, and access, such as in-lane farside bus stops, bus-only lanes, queue jumps, and pedestrian/bicycle gap closures.

High Engineering Division (PW)
Action MOB-2.1.5: Address ADA accessibility. Address ADA accessibility gaps in the City’s transportation infrastructure, including at sidewalks, curb ramps, crosswalks, and bus stops. High Engineering Division (PW) Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities.

SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
200 201
Policy Implementation Action Priority Primary Responsibility Policy MOB-2.2
Action MOB-2.2.1: Implement Safe Routes to Schools program. Collaborate with the South San Francisco Unified School District to implement Safe Routes to Schools programs and improvements, with an emphasis on schools serving equity priority communities.

High Engineering Division (PW)
Action MOB-2.2.2: Develop free bus and shuttle service for residents. Develop a dedicated funding source or leverage private sector contributions to fund the South City shuttle and free bus service for South San Francisco residents.

High City Manager
Action MOB-2.2.3: Incorporate equitable prioritization processes. Incorporate equity in identifying and prioritizing Capital Improvement Program (CIP) transportation projects. High Engineering Division (PW) GOAL MOB-3: South San Francisco proactively manages traffic and parking demand.

Policy MOB-3.1
Action MOB-3.1.1: Update and implement TDM Ordinance. Implement, monitor, and enforce compliance with the City’s TDM Ordinance. Maintain consistency with C/CAG’s requirements.

Periodically update the TDM ordinance as transportation conditions change. Incorporate a fine structure for noncompliance.

High Planning Division (ECD)
Action MOB-3.1.2: Implement an East of 101Trip Cap. Implement an East of 101 area trip cap with triennial monitoring and corrective actions if exceeded. Implement project-specific trip caps for large campus developments.

Medium Planning Division (ECD)
Policy MOB-3.2
Action MOB-3.2.1: Update traffic operations metrics. Use appropriate metrics (e.g. travel time, vehicle queues, vehicle delay/level of service, and/or person delay) to evaluate and advance projects that manage traffic flow in coordination with the implementation of complete streets.

Medium Engineering Division (PW)
Action MOB-3.2.2: Incorporate new street connections. Incorporate new street connections to better distribute vehicle trips across South San Francisco’s street network, especially in the East of 101 Area (as illustrated in Figure 14 and Table 6).

Medium Engineering Division (PW)
Policy MOB-3.3
Action MOB-3.3.1: Incorporate parking maximums. Incorporate maximum parking requirements for new residential and office/R&D projects that align with TDM Ordinance trip reduction goals.

High Planning Division (ECD)
Action MOB-3.3.2: Evaluate curb management practices. Evaluate the current and best use of curb space in the City’s activity centers and repurpose space to maximize people served (i.e. for loading, bikeways, bike parking, bus lanes, or parklets) Medium Engineering Division (PW)
Policy Implementation Action Priority Primary Responsibility Policy MOB-3.4
Action MOB-3.4.1: Create funding and staffing plan for a Residential Parking Permit Program. Create a funding and staffing plan for a Residential Parking Permit (RPP) Program in higher density neighborhoods.

Medium City Manager
GOAL MOB-4: South San Francisco’s land use and transportation actions reduce vehicle miles traveled (VMT) and greenhouse gas emissions.

Policy MOB-4.1
Action MOB-4.1.1: Use site plan review to improve connectivity. Use the development review process to identify opportunities to enhance bicycle, pedestrian, and transit connectivity.

Action MOB-4.1.2: Expand transit service. Continue collaboration with Caltrain, SamTrans, Water Emergency Transportation Authority (WETA), and shuttle providers to scale service levels in growing areas. Consider independently operated transit services to fill regional transit gaps.

Action MOB-4.1.3: Leverage employee transit subsidies. Leverage private sector subsidies of transit fares to support BART, Caltrain, SamTrans, and Water Emergency Transportation Authority (WETA) ridership.

Action MOB-4.1.4: Incorporate first/last-mile connections. Incorporate first/last mile bus, shuttle, and active transportation connections between employment hubs and regional transit stations.

GOAL MOB-5: South San Francisco residents have easy access to play, fitness, and active transportation networks.

Policy MOB-5.1
Action MOB-5.1.1: Complete rails to trails projects. Leverage public-private partnerships to complete the conversion of the City’s freight rail lines to multi-use trails. Medium Capital Projects (CM) Action MOB-5.1.2: Develop Bikeways and slow streets. Grow network of low stress bikeways and Slow Streets that prioritize direct access to recreation and active transportation within the city’s residential neighborhoods.

Medium Engineering Division (PW)
Action MOB-5.1.3: Expand bicycle parking at activity centers. Expand bicycle parking at major activity centers throughout the city. Medium Parks Division (P&R) SHAPE SSF: 2040 GENERAL PLAN
MOBILITY AND ACCESS 9
202 203

PERFORMANCE METRICS
PERFORMANCE METRIC: Transportation injury collisions
Target Eliminate severe injury and fatal collisions on
the City’s roadway network

TOTAL COLLISIONS BETWEEN VEHICLES, PEDESTRIANS,
AND CYCLISTS FROM 2009-2018:
≥481 INCIDENTS
Data Source California Statewide Integrated Traffic Records Department
Responsible Planning Division and Engineering Division
PERFORMANCE METRIC: Ridership at South San Francisco BART, Caltrain, SamTrans, and ferry facilities.

Target
Double SamTrans and BART ridership,
quadruple ferry ridership, and achieve 10x
growth in Caltrain ridership by 2040
SOUTH SAN FRANCISCO BART STATION USAGE AS OF 2018:

APPROXIMATELY 3,500 PASSENGERS ON AN AVERAGE WEEKDAY
SOUTH SAN FRANCISCO CALTRAIN STATION USAGE AS OF 2018:

APPROXIMATELY 470 PASSENGERS PER DAY
SOUTH SAN FRANCISCO FERRY RIDERSHIP AS OF 2018:

APPROXIMATELY 580 PASSENGERS PER DAY
Data Source SamTrans, BART, ferry, and Caltrain ridership reports
Department
Responsible Planning Division
PERFORMANCE METRIC: Mode split
Target
Transit, walk, and bike
trips account for 40
percent of all trips
DRIVE ALONE:
43%
CARPOOL:
47%
BIKE:
<1%
TRANSIT:
4%
WALK:
6%
Data Source
California Household
Travel Survey or NHTS
California add-on;
American Community
Survey Census for
work-trips
Department
Responsible Planning Division
PERFORMANCE METRIC: East of 101 Area traffic volumes
Target
East of 101 Area traffic
volumes remain within the
area’s street capacity

CITY TO BEGIN

TRACKING DATA

AND PROVIDE IN
THE FUTURE.

Data Source Annual traffic counts
Department
Responsible
Engineering Division,
Planning Division
Airport Blvd. and Highway 101
SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
204 205
CHAPTER 10
Abundant
and Accessible
Parksand
Recreation
10 PART II: OUR PLACE
Improved
Parklands
Recreational Services
SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
206 207

WHERE WE WANT TO BE IN THE FUTURE
South San Francisco has a system of well-connected
parks, open spaces, trails, and recreational facilities that serves all residents, employees and visitors and promotes use of active transportation, exercise, and health.

Residents of all neighborhoods of the city have
convenient access to well-maintained parks, open
spaces, trails, and recreational facilities.

There are opportunities for people of all ages, abilities, ethnicities, and backgrounds to engage, participate, and enjoy South San Francisco’s parks and open spaces,
recreational facilities and amenities, and recreational services.

The open space network contributes to a healthy
community by sustaining a thriving urban forest,
supporting urban biodiversity, and sequestering carbon.

Expanded recreational programming capacity effectively
serves all segments of South San Francisco’s diverse
community.

All South San Francisco children have access to
affordable childcare and high-quality early childcare
programs.

The City increases enrichment and youth development
opportunities and increases participation for children of color in South San Francisco.

Centennial Way Dog Park
How Our Plan Gets Us There
Parks, recreational facilities, and services provide
critical benefits to the residents of South San Francisco.

They provide space for exercise, socialization, relaxation, enhance the visual appearance of the city, and make the city an enticing place to live and work. A well-connected trail and park system can help bridge geographic divides and
create opportunity for more interaction among South San Francisco residents. As the city grows and the recreational needs of its residents evolve, the City will maintain existing spaces and services the community already enjoys while
expanding the breadth of service of the City’s parks, trails, urban forests, and recreation services. The City will ensure parks and recreation services are provided equitably
throughout the community and that the City conducts
community engagement and outreach related to parks and
recreation services in a transparent and equitable manner.

PERFORMANCE METRIC
Park service ratio
Target: • 3 acres of improved parkland
per 1,000 residents
• 0.5 park acres per 1,000
employees
• 1.5 acres of open space per
1,000 residents
• 1.0 acres of joint use open
space per 1,000 residents

PERFORMANCE METRIC
Park Access
Target:
1 park, trail, open space, or
privately-owned public open
space within a 10-minute walk
(1/2 mile) of residents

PERFORMANCE METRIC
Miles of trails
Target:
15 Miles of trails
Performance Metrics Refer to page 234 to view a full list of Performance Metrics for this chapter. 123
Annual Easter Egg Hunt
Target 3.0 Acres

0.5 Acres

1.5 Acres

1.0 Acre
2021 Data 2.4 Acres

2.8 Acres

1.2 Acres

1.2 Acres
Target
2021 Data
Target
2021 Data
Target
2021 Data
Improved Parkland
Improved Parkland, Employees
Open Space
Joint Use
PERCENT OF RESIDENTS MEETING THE TARGET:
97% OF RESIDENTS
2021 DATA:
11 MILES OF TRAILS
SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
208 209

KEY ISSUES AND OPPORTUNITIES
South San Francisco maintains a variety of parks and open spaces for its residents, employees, and visitors to enjoy.

The City also maintains a variety of recreational facilities across the city, offering a wide range of high-quality, highly utilized programs for residents of all ages. This provides an exciting opportunity to expand recreational programing
and create new innovative park and open space types to
serve the needs of existing and future residents. To meet this vision, accessibility, land availability, and funding issues create challenges for the City.

Concerts in the Park
Bay Trail
Park Classifications
As of 2021, 316 acres of developed parklands, open space, and joint use facilities are within the City limits. This includes improved parkland (131 acres), open space (108 acres), and joint use facilities (77 acres). The City retains joint use agreements with other public agencies like the South San Francisco Unified School District, PG&E, San Francisco Public Utilities Commission, and BART to allow residents access to additional improved parkland and open space.

The City also maintains an additional 30 to 40 acres of right of way or other open space.

The park and open space network in South San Francisco include a range of types that have different roles and functions in the community. Each park type provides a range of opportunities for active and passive recreation, and they are categorized into three broad types: Improved Parks, Open Spaces, and Joint Use Facilities.

Improved Parklands
Community parks serve a citywide population and typically include sports facilities, such as lighted fields, tennis and basketball courts, swimming pools, public art, and recreational buildings. They are the city’s largest developed parks and include Orange Memorial Park and Westborough Park. These larger parks also support biodiversity and wildlife.

Neighborhood parks serve a smaller portion of the city than community parks and are usually within convenient walking and biking distance from residences. They usually have playgrounds, open turf areas, practice ballfields, public art, and/or picnic tables. They are usually between one and five acres. Examples include Avalon Park and Brentwood Park. Neighborhood parks also provide the opportunity to maintain patches of wildlife habitat in the city.

Mini parks are small play areas or green spaces. They have limited amenities and are intended to serve immediate neighbors. They may have open turf, playgrounds, sport courts, public art, or picnic tables.

They are usually one acre or less. Examples includes Cypress and Pine Playlot and Gardiner Park
Linear parks are trails located along linear geographic features, including watercourses, shorelines, and public utility and transportation rights-of-way. They have wider sections that can be used for amenities such as playgrounds, open turf areas, dog parks, benches, public art, and picnic tables. Linear parks are most often used for passive recreation, and often link to trails, other parks, and open spaces. Linear parks and greenways also support wildlife movement and provide connections to open spaces. Examples include the Bay Trail, Sister Cities Park and Centennial Way from the South San Francisco BART station to the San Bruno BART station.

Specialty parks provide specialized functions. Parks in this category include the Centennial Way Dog Park and the Community Garden.

Orange Memorial Park
Centennial Way Dag Park
Sister Cities Park
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd
Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
Gellert B vl d
§¨¦380
§¨¦280
¬«35
¬«82
£¤101
Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
!
! !
!
!
City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
BART
Highway
Arterial Roads
Local Roads
Context Parks
Waterbody
Streams
Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); SF Bay Trail
Centennial Way Trail
Improved Parkland
Open Space (Unimproved)
Joint Use Facilities
Common Green Area
Map 1: Improved Parkland, Open Space and Joint Use Facilities SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
210 211
Common green areas are publicly accessible parkland that feature community playgrounds, benches, open lawn areas, and patios. They are maintained by the City through the Common Green Fund. Owners of properties served by the common greens pay the same tax rate as other property owners, but a portion of their taxes are set aside to the Common Green Fund to maintain common greens areas.

Open Spaces
Open spaces are used for passive recreation activities, including walking and hiking. Examples include Sign Hill and areas along the San Francisco Bay.

Joint Use Facilities
Joint use facilities are not owned or exclusively programmed by the City.

School joint use facilities are available for public use due to a 2008 Joint Use Agreement between the South San Francisco Unified School District (SSFUSD) and the City of South San Francisco. As a result of this agreement, some SSFUSD sports fields, gyms, and other facilities are available for public use. In addition, the City operates licensed before and after school childcare and summer camps at six SSFUSD school sites, which include the use of facilities and playgrounds.

BART joint use facilities include a public access easement along the Centennial Way Trail.

Caltrain joint use facilities include a new Downtown Plaza / westside entry to the Caltrain Station.

PG&E joint use facilities include Irish Town Green which is a grass field with walking paths and benches.

San Francisco Public Utilities Commission joint use facilities include Elkwood Park.

Within the improved parks and open space, there are about 11.5 miles of trails. Examples include Centennial Way, the Bay Trail, Sister Cities Park and those located in Sign Hill Park.

Within a few miles of the city, residents have access to regional parks and recreation opportunities. These include the San Bruno Mountain State and County Park, state and local beaches along the Pacific Coast, and the Sweeney Ridge Skyline National Recreation Area, among others.

People Playing Cornhole
Elkwood Park
Youth Programming at Sign Hill Park
Figure 28: Improved Parkland, Open Space, and Joint-Use Facilities SF Bay Trail
Centennial Way Trail
Open Space (Unimproved)
Improved Parkland Common Green Area
Joint Use Facilities
Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); City of South San Francisco BART Station
Caltrain Station Arterial Road
Streams
Unincorporated Area in City Sphere BART
Context Parks
Caltrain Local Road
Ferry Terminal Station Highway
Waterbody
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd
Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
Gellert B vl d
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§¨¦280
¬«35
¬«82
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MP
OPSP
CP
NP
CP
NP
NP
NP
CP
OPSP
LP
SP
NP
NP
NP
NP SP
MP
MP
LP
SP
NP
SP
SP

SP OPSP
SP
NP
Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
!
! !
!
!
City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
BART
Highway
Arterial Roads
Local Roads
Context Parks
Waterbody
Streams
Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); SF Bay Trail
Centennial Way Trail
Community Park (CP)
Linear Park (LP)
Mini Park (MP)
Neighborhood Park (NP)
Open Space (OPSP)
Specialty Park (SP)
Common Green Area
Map 2: Existing Parks by Typology
SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
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Figure 29: Existing Parks and Open Space by Type
SF Bay Trail
Open Space (OPSP)
Linear Park (LP)
Mini Park (MP)
Neighborhood Park (NP)
Common Green Area
Community Park (CP)
Specialty Park (SP)
Centennial Way Trail
Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); City of South San Francisco BART Station
Caltrain Station Arterial Road
Streams
Unincorporated Area in City Sphere BART
Context Parks
Caltrain Local Road
Ferry Terminal Station Highway
Waterbody
Recreation Facilities
South San Francisco owns and operates a robust and distributed network of recreational facilities. The City maintains ten indoor recreational facilities and numerous outdoor facilities for sports, social gatherings, camps, and classes. These indoor facilities include the Community Civic Campus (opens 2023), Municipal Services Building (closes 2023), Joseph A. Fernekes Recreation Building, Roberta Cerri Teglia Center (formerly Magnolia Center), Orange Pool, Paradise Valley Recreation Center, Siebecker Center, Terrabay Gymnasium, Alice Peña Bulos Community Center (formerly Westborough Recreation Building), Westborough Preschool, and Community Learning Center, which is jointly operated with the Library. The Municipal Services Building also hosts recreational programing but will be retired after the Community Civic Campus opens. The City also maintains numerous group picnic areas, courts and ballfields, restrooms, and other amenities in parks throughout the city. The City also offers before and after school programs at six SSFUSD elementary schools and is planning for the development of additional preschool sites
The Parks and Recreation Master Plan identified a need for classrooms/ meeting rooms, exercise and dance rooms, performance spaces, and aquatics facilities. To help fulfill that need, the Community Civic Campus includes a new library, music rooms, exercise and dance rooms, classrooms, and meeting rooms to replace old facilities at the Municipal Services Building and the Main Library. This facility will help to enhance multi-generational use and support a variety of programing needs.

Likewise, the Orange Memorial Park Master Plan includes expansion of the aquatics center, which was ranked as one of the community’s highest priorities.5

5. Parks and Recreation Master Plan. 2015. City of South San Francisco. Retrieved from http:// www.ssf.net/home/showdocument?id=498
Joseph A. Fernekes Recreation Building
Rendering of Community Civic Campus (Opens 2023) Robert Cerri Teglia Center (Formerly Magnolia Center) SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
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Recreational Services
Recreation Division staff serve residents of all age groups through its operation of recreation centers, picnic sites, rental facilities, preschools, and select SSFUSD after school sites. The Recreation Division’s program areas include the following:

The Aquatics Program maintains the Orange Pool and provides swim lessons for all ages and levels of experience, fitness programming, recreation and lap swim, lifeguard training, and weekend rental opportunities.

The Classes Program includes a variety of activities for preschoolers, children, teens, adults, and seniors covering music, dance, fitness, art, and other special interest classes.

The Cultural Arts Program offers a variety of services/programs such as four art gallery programs per year; a public art program including art installations at public and private locations, utility box mural projects, and outdoor sculpture temporary exhibits; award of the annual Jack Drago Cultural Arts Commission Youth Art Scholarship to eligible graduating South San Francisco High School seniors; and engages in community funding and partnership.

The City and the Park and Recreation Department are committed to elevating childcare needs in the city. The Childcare Program operates three licensed preschools (Little Steps, Siebecker, and Westborough); four licensed after school recreation programs for school-age children Kindergarten-12 years old; two programs funded by the After School Educate and Safety (ASES) Program, called the R.E.A.L. (Recreation, Enrichment and Learning) Program designed for academic support for school age children Kindergarten–12 years old; seasonal summer, winter, and spring camps; and the Full of Fun Program for children and young adults with special needs. Programs such as Little Steps and ASES are offered at no cost to families.

Holiday Boutique
Community Art Gallery
Dragon Dance Performance
Despite this extensive offering of services, the City has identified additional recreational programming demand, specifically a strong demand for childcare, preschool programming and after school care. The City’s three public preschools have multi-year waitlists, indicating an unmet demand for preschools in the area.6 A new preschool center is currently being planned for the Westborough Neighborhood. A Child Care Master Plan will be published in 2022.

Likewise, the community expressed desire for additional ballet, private piano lessons, kindergarten readiness classes, gymnastics classes, yoga, exercise classes, and children’s art classes.7

6. Child Care. 2019. City of South San Francisco. Retrieved from http://www.ssf.net/ departments/parks-recreation/recreation-division/child-care

7. Parks and Recreation Master Plan. 2015. City of South San Francisco. Retrieved from http://www.ssf.net/home/showdocument?id=498
Concerts in the Park
Thanksgiving Fun Run
A wide range of senior services are offered at the Roberta Cerri Teglia Center (formerly Magnolia Center), including picnics, movie showings, blood pressure screenings, health insurance counseling, trips to events around the Bay Area, and other classes. The Roberta Cerri Teglia Center also includes an Adult Day Care Center.

The Sports Program includes Open Gym hours at Terrabay Gymnasium for sports such as basketball and badminton, and a fitness room; elementary school-age sports leagues through the RAPP basketball program and Junior Giants baseball; middle school sports program at three middle schools; adult sports leagues in basketball and softball; oversees field and gym rentals; and other sport activities.

The Rentals Program manages internal and private use of the City’s community centers and picnic sites for meetings, parties, and other events.

All program areas support special events such as Concert in the Park, Halloween Extravaganza, the Thanksgiving Fun Run, and summer movie nights.

Service Standards and Current Service Ratios
Types of Open Space Standards (in acres per 1,000
residents) Current Service Ratio
Improved Parkland 3.0 2.4
Open Space 1.5 1.2
Joint Use Facilities 1.0 1.0
All Park and Open Space Types 5.5 4.8
Service Standards and Funding
In order to maintain the park and recreational standards for existing and future residents, the City requires an equitable, flexible, and sustainable funding approach. The acquisition of new parkland and the construction of new facilities is an important component of meeting existing and future population needs. Parks also require consistent investment in amenities to maintain a high-quality experience. Likewise, the ongoing maintenance, operations, and staffing help to extend the life of recreational amenities, and to provide recreational services to a diverse range of South San Francisco residents.

To achieve the vision of well-connected parks, open spaces, trails, and recreational facilities that serve all residents, employees, and guests, the City maintains park service standards for improved parkland, open space, and joint use facilities. Level of service standards are guidelines that define the amount of park and open space that are necessary to meet the needs of residents. The Quimby Act (Section 66477 of the California Government Code) and the California Fee Mitigation Act (Assembly Bill 1600) allow communities to require developers to dedicate land or pay an in-lieu fee as a condition of approval. The basic premise is that new development brings in more residents, placing a strain on the existing park, recreation, and childcare resources. These Development Impact Fees offset the impact by providing parks, recreational facilities, and childcare facilities to serve new residents. The City currently has impact fees for parks, childcare, and public art. Table 8 provides the service standards and current service ratios in South San Francisco.

With population growth anticipated to continue over the General Plan horizon (to 107,000), it is necessary to improve existing park deficiencies and develop new parks in areas anticipated to experience population and employment growth. An additional 274 acres of park and open space would be needed by 2040 to achieve the service standard of 5.5 acres of improved parkland per 1,000 residents. Much of this projected growth would be in sub-areas like East of 101, Lindenville, El Camino, and Downtown with fewer park resources.

The largest challenges to achieving this vision are sustainable funding sources, land/site acquisition, and maintenance. The City’s General Fund provides maintenance funding for parks, with most funding for new parks and improvements coming from grants and fees, including Development Impact Fees. However, the City’s parks and recreational facilities may not be able to maintain a funding level that sustains park and recreational facility growth to match this anticipated level of growth, while also meeting the ongoing maintenance and operational standards. These funding deficiencies greatly impact the number of parks and facilities the City can build in the future, as well as the quality of service of existing and future parks. This will require the City to consider innovative park types, acquisition, and funding strategies, including publicly accessible private open space and temporary / pop-up facilities.

Figure 30: Walk Access to Parks
Within 5 mins. Walk
Within 10 mins. Walk
Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021);
Walk time to Nearest Park
Park Access
Every South San Francisco resident should have access to parks, trails, and open spaces near their home. Parks can encourage physical activity, reduce disease, improve mental health, and support community resilience. While park access is important for everyone in the city, access is disproportionately lower in specific South San Francisco neighborhoods like Sunshine Gardens, El Camino, and Downtown. In neighborhoods like Downtown, lower park access also intersects with a high proportion of low-income households and high exposure to environmental pollution.

Figure 30 shows the areas in South San Francisco within a 10-minute walk (or 1/2 mile) of a park or open space. Westborough, Sign Hill, Terrabay/Paradise Valley, and Orange Park residents have the best access to parks, whereas Sunshine Gardens and Downtown residents have less access to parks.

Efforts to increase park access, including site acquisition and joint use agreements should center the neighborhoods that have a history of insufficient park access. These neighborhoods would benefit from an increase of new, strategically placed outdoor spaces for recreation and new or improved recreational equipment. These could include short-term approaches like temporary or pop-up parks to meet immediate need, while efforts continue for longer park provision.

SF Bay Trail
Centennial Way Trail
Common
Green Area
Parks with
Open access
City of South San Francisco
BART Station
Caltrain Station
Arterial Road
Streams
Unincorporated
Area in City Sphere
BART
Context Parks
Caltrain
Ferry Terminal Station Local Road
Highway
Waterbody
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
Gellert B vl d
§¨¦380
§¨¦280
¬«35
¬«82
£¤101
Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
!
! !
!
!
City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
BART
Highway
Arterial Roads
Local Roads
Context Parks
Waterbody
Streams
Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); SF Bay Trail
Centennial Way Trail
Existing Improved Parkland
Potential Improved Parkland (None)
Existing Open Space
Potential Open Space (None)
Existing Joint Use Facilities
Potential Joint Use Facilities
Common Green Area
Map 3: Existing and Potential Park Sites
SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
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Planned and Proposed Parks
The General Plan provides an opportunity to advance a series of interconnected health, equity, and sustainability goals in the development of the parks and recreation system. The City has identified locations for planned and proposed parks and open spaces throughout the city, as shown in Figure 31. The proposed parks would significantly increase park access in the Westborough, Orange Park, and East of 101 planning sub-areas. Opportunities include:

Improved Parkland
Orange Memorial Park Expansion: The Orange Memorial Park Master Plan Update is underway and explores the expansion of the park.

New linear parks: Provide trail connections to parks and other trails throughout the city, encouraging active mobility, recreation, and gathering. These include the Railroad Avenue Linear Park (from US 101 to East Grand Avenue), Lindenville Linear Park (from Tanforan Avenue to South Maple Avenue), Randolph Avenue Linear Park (from Airport Boulevard to Hillside Boulevard), and more connections to Centennial Way.

A transformed Colma Creek: Co-locate new park and open space features along a new Colma Creek trail to create opportunities for active recreation, social gathering, green infrastructure, and patches for natural habitat.

A Downtown park: Supports a historically underinvested
neighborhood with a significant population of young people.

New parks East of 101 and Lindenville: Support new residential neighborhoods.

New parks on former school sites: Work with SSFUSD to develop neighborhood and/or mini-parks with the redevelopment of those sites.

Open Space
Skyline open space: Leverages the 30.5-acre vacant State-owned parcels between King Drive and Westborough Blvd., east of Skyline Blvd. as a natural open space, trail system, and/or dog park.

Terrabay open space: Maintains open space north of South San Francisco Drive and provides trail connections to San Bruno Mountain.

Joint Use Facilities
Sunshine Gardens Elementary School joint use facility: Provides additional park resources in the Sunshine Gardens by means of partnership with SSFUSD at Sunshine Gardens Elementary School and El Camino Real High School.

Joint use linear parks and trails: Provide joint-use parks and trails including the expansion and enhancement of Centennial Way (BART), Colma Creek linear park and trail (San Mateo County Flood and Sea Level Rise Resiliency District), PG&E Corridor Linear Park (from Linden Avenue to Randolph Avenue), PG&E Corridor Linear Park (from Centennial Way Trail to Hillside Boulevard), and the SFPUC Corridor Linear Park (south of Elkwood Park).

Other partnership opportunities: Improve the overall levels of public park access by exploring new and emerging opportunities with SSFUSD, CalWater/PUC, BART, Caltrans, Caltrain, PG&E, County of San Mateo, and private companies within the city that maintain green spaces or privatelyowned public open spaces.

Orange Memorial Park Stormwater
Capture Project
Person Walking Dog at Orange
Memorial Park
The General Plan also provides the opportunity to continue to develop a system of well-connected parks and open spaces to support biodiversity, enable the movement of wildlife, and increase climate resilience. The transformation of Colma Creek and an improved urban forest are opportunities to improve connectivity for wildlife between larger open spaces and to create patches of natural habitat within the urban fabric.

Managing vegetation at parks and open spaces to support biodiversity by using various integrated pest management methods, reducing light pollution, reducing non-native species, and planting native species that provide valuable resources for native wildlife will support ecosystem health and increase resilience to the changing climate.

Figure 31: Existing and Potential Parks Sites
Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021);
SF Bay Trail
Centennial Way Trail
Existing Improved Parkland
Potential Improved
Parkland (None)
Existing Open Space
Potential Joint Use
Facilities
Common
Green Areas
Potential Open
Space (None)
Existing Joint
Use Facilities
City of South San Francisco
BART Station
Caltrain Station
Arterial Road
Streams
Unincorporated
Area in City Sphere
BART
Context Parks
Caltrain
Ferry Terminal Station Local Road
Highway
Waterbody
SHAPE SSF: 2040 GENERAL PLAN
10 220 221

POLICY FRAMEWORK
Youth Programming at Sign Hill

ABUNDANT AND ACCESSIBLE PARKS AND RECREATION
GOAL PR-1: South San Francisco equitably
provides improved parkland, recreational
facilities, and services for all residents.

INTENT:

To advance distributional equity in the City’s improved parkland, recreational facilities, and services so that all residents can engage in recreational, arts, and
educational opportunities.

Policy PR-1.1: Prioritize disadvantaged community
park and recreation. Prioritize the delivery of
improved parkland, recreational facilities, and
services in disadvantaged communities as defined
in the Community Health and Environmental Justice
Element.

Policy PR-1.2: Strive to have all residents within a
10-minute walk access to parks. Strive to have all
residents within a 10-minute walk of an improved park.

Policy PR-1.3: Design parks and facilities to meet
universal access standards. Design parks and
recreation facilities for universal access and multigenerational use, encouraging play by residents of all abilities and ages. Continue to improve existing parks
and open spaces to accommodate the needs of users of
all ages and abilities.

Policy PR-1.4: Ensure equitable distribution of park
and recreation opportunities. Ensure accessible
public facilities and services are equitably distributed throughout the city and are provided in a timely
manner to keep pace with new development.

Policy PR-1.5: Use underutilized spaces for
recreational services. Seek opportunities to use
vacant and underutilized commercial and industrial
buildings for recreational services, especially in
disadvantaged communities.

Policy PR-1.6: Translate information for park and
recreational programs. When appropriate, send
targeted promotions and notifications related to
parks, recreation, and City services in English, Spanish, Mandarin, Cantonese, and Tagalog.

Policy PR-1.7: Identify needs of underserved groups.

In partnership with community members, identify the
needs of youth, seniors, the disabled, children with
special needs, people who do not speak English as a
first language, disadvantaged populations, and people
in neighborhoods underserved by parks, recreation,
trails, and public facilities, and ensure facilities and programming serves the needs of these groups.

Policy PR-1.8: Match resident needs with services.

Monitor demographics and needs of residents in
neighborhoods throughout the city and match
programming with neighborhood demographics
and needs (e.g., more senior programming in
neighborhoods with a substantial senior population) as
part of the Parks and Recreation Master Plan process.

Policy PR-1.9: Support community events.

Continue to support and permit special events in parks
organized by community organizations helping to
ensure these are self-sufficient over time.

Orange Memorial Park
SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
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GOAL PR-2: The city has an expanded
network of improved parkland to
accommodate the physical and social needs of
users of all ages and abilities.

INTENT:

To increase the availability and connectedness of parks and gathering spaces in all neighborhoods of the city.

Policy PR-2.1: Meet improved parkland standard.

Maintain an interconnected system of community,
neighborhood, mini, linear, and special use parks that
achieves a standard of 3.0 acres of improved parkland
per 1,000 residents.

Policy PR-2.2: Use underutilized sites for improved
parks. Add improved parkland by improving existing
underused sites, such as surface parking lots, to create new green space, recreation, and gathering areas in the parks system. Consider using sites as temporary / popup parks to meet near term needs.

Policy PR-2.3: Foster innovative park types. Foster
innovative park spaces to activate spaces and to meet
the City’s existing and future recreation needs.

Policy PR-2.4: Determine alternative temporary
park locations. Determine potential locations for
temporary park facilities, such as street-ends, single
blocks, parking lots, and create pilot programs at these locations to test the closure in a temporary way.

Policy PR-2.5: Develop community gardens. Develop
community gardens in parks throughout the city,
particularly in neighborhoods without convenient
access to healthy food, like Downtown, Paradise Valley/ Terrabay, Sign Hill, Sunshine Gardens, Westborough,
and Winston Serra.

Policy PR-2.6: Plan for new parks in East of 101
and Lindenville. Ensure new residential mixed-use
neighborhoods in East of 101 and Lindenville plan for a well-connected network of parks and open space.

GOAL PR-3: South San Francisco maintains a
network of open spaces that provide recreational
opportunities and are managed to encourage
healthy ecosystems, improve air and water quality,
and adapt to a changing climate.

INTENT:

To increase the availability and connectedness of open
spaces in the city and to leverage City-owned and
maintained properties and resources to improve the
ecological performance of all open spaces.

Policy PR-3.1: Meet open space standard: Maintain
a network of open spaces that achieves a standard of

1.5 acres of open space per 1,000 residents, preserving and seeking opportunities to expand open spaces
areas like Sign Hill, along the San Francisco Bay and
Colma Creek, and in other areas identified on Figure 31, while ensuring open spaces are accessible to people of
all ages and abilities and support urban ecology.

Policy PR-3.2: Minimize environmental impact of
support facilities. Limit the construction of facilities in open space areas and design necessary improvements,
such as fire roads, access roads, and parking facilities, to minimize environmental impacts and maintain the
visual qualities of the open space.

Policy PR-3.3: Create new public access points to
open spaces. Seek opportunities to create new public
access points to Sign Hill, San Bruno Mountain State
and County Park, and the San Francisco Bay Trail
and parks.

For related policies and implementation actions
related to open space, open space management, and
ecology, see Goal ES-1, ES-2, ES-3, and ES-5.

GOAL PR-4: The City collaborates with a
strong network of partners to improve and
expand park and recreational opportunities
across South San Francisco.

INTENT:

To increase the availability and accessibility of recreational opportunities through joint use, development agreements, and other arrangement with public agency partners, private entities, and volunteer groups.

Policy PR-4.1: Maintain joint use facilities standard. To complement and extend City park and recreational service delivery, maintain a service target of 1.0 acres of joint use facilities per 1,000 residents.

Policy PR-4.2: Coordinate with South San Francisco
Unified School District on facility access. Work closely with South San Francisco Unified School District to
improve community access to school facilities, including pools, athletic fields and playgrounds, outside of school hours to improve neighborhood access to recreational
facilities, to expand after-school and summer programs, and to strengthen the relationship between schools and
their immediate neighborhoods. Establish procedures
for the creation of joint-sites, including the division of maintenance responsibility.

Policy PR-4.3: Partner with South San Francisco
Unified School District to transform former school
sites. Partner with South San Francisco Unified School
District to support the conversion of former school sites like Foxridge and Serra Vista to park space, childcare
facilities, and multifamily housing.

Policy PR-4.4: Maintain Caltrain plaza joint use
agreement. Maintain a joint use agreement with Caltrain for public access at the Downtown Plaza / westside entry to the Caltrain Station. Work with neighboring property owners to maintain the site.

Policy PR-4.5: Maintain Bay Area Rapid Transit (BART)
joint use agreement. Maintain a joint use agreement
with Bay Area Rapid Transit for public access along the Centennial Way Trail as well as improved parkland.

Policy PR-4.6: Convert public easements. Work with
other agencies, including Pacific Gas & Electric, the
California Water Service, San Francisco Public Utilities Commission, and to convert public easements, such as
utility corridors or unused rights of way, into parks and trails.

Policy PR-4.7: Provide publicly accessible, private
open space. Work with non-residential development
projects in the East of 101, Lindenville, and El Camino sub-areas to provide publicly accessible private
maintained open space as part of a developer agreement, Memorandum of Understanding, or similar legally binding agreement with the city. Establish standards for private parks so that their quality is on par with public parks.

Require the identification of an entity responsible for park maintenance, adoption of maintenance standards and
guarantees of a funding source for long-term maintenance.

Policy PR-4.8: Support non-profit partnerships for
park maintenance and programing. Streamline internal
processes to encourage partnerships with other agencies, volunteer groups, and nonprofit groups. Partner with
non-profit organizations for park and trail maintenance, funding, and programming.

SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
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GOAL PR-5: Downtown has improved
access to parks, gathering spaces, and
public amenities.

INTENT:

To increase the availability and accessibility of public, open spaces in Downtown. To remedy the environmental
burdens and lack of green/open space within Downtown.

Policy PR-5.1: Create downtown network of parks.

Building on the Cypress & Pine Playlot, City Hall Tot
Lot, and City Hall open space, create a network of
mini parks, green streets, plazas, and other public
open spaces Downtown and develop a clearly marked
system of walkways to connect these spaces.

Policy PR-5.2: Expand Downtown park acquisition
opportunities. Seek opportunities to acquire property,
including former Redevelopment Agency sites, utility
rights-of-way, and other vacant and underutilized
properties to convert into parkland in Downtown.

Policy PR-5.3: Partner with private developers to
facilitate community gathering spaces in Downtown.

Work with development projects in Downtown to
provide community gathering spaces and/or publicly
accessible private maintained open space as part
of a development agreement, memorandum of
understanding, or similar legally binding agreement
with the City. Work with the property owner to provide
arts and recreation services in community spaces.

Policy PR-5.4: Develop Downtown pedestrian
corridors. Encourage property owners to beautify
alleys, corridors, and passages between buildings to
create a safe and distinct environment for pedestrians
and to better connect people to Downtown’s gathering
spaces, historic resources, public art, and public
facilities.

GOAL PR-6: The City provides convenient and
safe trails and other pedestrian connections
throughout the community.

INTENT:

To ensure the community has access to safe and reliable pedestrian and bicycle connections to promote physical
activity and to increase access to parks and open space.

Policy PR-6.1: Maintain and expand trail
connectivity. Maintain and expand an interconnected
network of trails, greenways, and active
transportation.

Policy PR-6.2: Connect parks to trails. When possible,
connect parks, recreational facilities, and open spaces to the trail network and Class 1 bicycle connections
identified in the Active South City Plan.

Policy PR-6.3: Improve access to San Bruno
Mountain State and County Park. Improve
accessibility to San Bruno Mountain State and County
Park from Hillside Boulevard by removing fencing,
improving signage, and allowing visitors to park at
Hillside Elementary during weekends.

Policy PR-6.4: Provide sidewalk, trail, and transit
links to parks. Provide complete sidewalk networks to
serve local parks. Improve the usefulness of transit as a way of getting to parks. Expand tree canopy cover to
increase environmental benefits.

Policy PR-6.5: Improve trail amenities and safety.

Ensure trails have seating, shade, signage, stroller trails, and other amenities. Improve trail safety with appropriate lighting and better pedestrian and bicycle access.

Policy PR-6.6: Ensure visibility along Centennial
way trail. Work with developers and property owners
facing the Centennial Way Trail and Colma Creek to
ensure trails are unimpeded and well-maintained and
there are clear sight lines along trails.

Policy PR-6.7: Ensure visibility along the Bay Trail.

Work with developers and property owners facing
the San Francisco Bay Trail to ensure that the trail is unimpeded, well-maintained and that there are clear
sight lines along trails.

Policy PR-6.8: Provide educational signage about
biological resources. In coordination with San Mateo
County and other partners, incorporate interpretive
signage along Colma Creek, the Bay Trail and in other
open spaces that educate community members and
visitors about the unique biological resources in South San Francisco.

For related policies and implementation actions
related to the Bay Trail and climate change, see Goal
CR-2. For related policies and implementation actions
related to urban forestry and tree planting,
see Goal ES-4.

GOAL PR-7: South San Francisco provides
well-maintained and sustainable parks and
recreational facilities to meet the needs of
current and future residents.

INTENT:

To ensure that the community is provided with excellent park and recreational facilities that meet its diverse needs and interests.

Policy PR-7.1: Meet park and facility maintenance
staffing targets. Strive to achieve a ratio of 0.75 full time and part time maintenance staff per 10 acres.

Policy: PR-7.2: Maintain park and recreation
facilities. Fund adequate resources to maintain existing and future parks and recreational facilities to extend their useful lifetimes.

Policy PR-7.3: Maintain park amenities. Maintain high
quality amenities for active and passive recreational use in parks, including playgrounds, fields, and sport courts, and suitability of use by younger children, including childcare provider groups.

Policy PR-7.4: Upgrade playgrounds. Continue to
renovate existing playgrounds to update play features and add play elements to existing open spaces where feasible.

Policy PR-7.5: Redesign underused parks. Continue
to redesign underused parks to update programming to
attract more users where feasible.

Policy PR-7.6: Modernize aquatics facilities. Seek
opportunities to replace and expand the indoor pool at
Orange Park to continue to provide benefits from aquatics programming.

Policy PR-7.7: Incorporate public art in parks and
open spaces. Incorporate permanent and temporary
public art, including from local artists, throughout parks and seek opportunities to implement the Public Art Master Plan in parks.

Policy PR-7.8: Integrate sustainable landscape
strategies. Integrate sustainability strategies into
City‐owned landscapes to expand tree canopy, improve
water quality, reduce the need to irrigate landscapes,
and lower water costs. This includes green infrastructure and stormwater capture, drought resistant plants, native plants, and the use of recycled water for irrigation.

Policy PR-7.9: Ensure lighting and visibility in parks.

Ensure parks are safe by providing lighting, orienting
building facades towards parks, incorporating wayfinding signage, and providing clear lines of sight.

Policy PR-7.10: Provide historical education in parks.

Add plaques, signage, and public art that celebrates South San Francisco’s history and culture in parks.

Policy PR-7.11: Install electric vehicle parking at
City parks and facilities. Install electric vehicle charging infrastructure at City-owned parks and facilities.

For related policies and implementation actions
related to open space management and ecology, see
Goal ES-1.

For related policies and implementation actions
related to building and facility maintenance, see Goal
ECS-3 and CP-5.

SHAPE SSF: 2040 GENERAL PLAN
10 226 227
GOAL PR-8: Parks and recreational facilities
have the appropriate staffing to offer highquality recreational programs and offerings for residents of all ages.

INTENT:

To expand programming capacity to effectively serve
South San Francisco’s diverse community.

Policy PR-8.1: Meet Recreational Services Program
staffing target. Strive to achieve a ratio of 15 full time and part time recreation program staff per 10,000
residents.

Policy PR-8.2: Provide varied recreational
programming. Provide a variety of programming
to ensure all residents have the opportunity to live
healthy, active, and social lifestyles, including aquatics, fitness, library programs and events.

Policy PR-8.3: Maximize class offerings. Maximize
successful class offerings by increasing class size limits or offering more sessions/times.

Policy PR-8.4: Provide cultural diversity in program
offerings. Recognize the city’s diverse cultural
influences and incorporate them into space planning
and programming.

Policy PR-8.5: Provide multigenerational spaces.

Continue to enhance multi-generational use of existing
facilities that supports a variety of programing needs.

Policy PR-8.6: Expand performing arts programs and
facilities. Continue to provide facilities and service
offerings to support South San Francisco’s thriving
performing arts community.

Policy PR-8.7: Expand environmental stewardship
programs. Recognize the unique ecological resources
in the city through expanded recreational programing
about ecology and environmental stewardship.

Policy PR-8.8: Connect services through shuttles.

Continue to provide and expand when feasible
connections to public services and programming
by expanding the South City Shuttle service and the
City’s van program for medically frail older adults
or by bringing “pop-up” services to neighborhoods
underserved by public facilities, services, and
programs.

Policy PR-8.9: Provide youth skill-building
opportunities. Explore skill-building opportunities
and programs that involve young people in parks and
recreational service development and maintenance.

Policy PR 8.10: Involve youth in enrichment
programs. Ensure that City-run enrichment programs
promote racial and social equity by ensuring that
young people—and especially youth of color and youth
from other historically disenfranchised communities—
are involved in (and ideally leading) City-run
enrichment programs.

Policy PR-8.11: Explore park stewardship. Explore
creating a program to train and hire SSF residents for
maintenance and stewardship of open spaces.

For related policies and implementation actions related to recreational programs for childcare and preschool
and older adults and seniors, see Goals PR-8 and PR-9.

For related policies and implementation actions
related to recreational programing and equity, see
Goal PR-1. For related policies and implementation
actions related to recreational facility maintenance
and expansion, see Goal PR-7.

ABUNDANT AND ACCESSIBLE PARKS AND RECREATION
GOAL PR-9: South San Francisco maintains
quality childcare and preschool programs
citywide.

INTENT:

To enhance the quality of childcare and preschool and to expand (City, private, and public) childcare opportunities and services throughout the city.

Policy PR-9.1: Enhance Childcare Program. Maintain
and continue to improve the City’s Childcare Program
to enhance the quality of childcare and preschool in
the city.

Policy PR-9.2: Expand early childhood education for
families of color and low-income families. Expand
high-quality early childhood education for families of
color and low-income families in South San Francisco
and/or establishing universal preschool.

Policy PR-9.3 Expand childcare options. Expand
availability of affordable childcare and preschool for
people of all income levels, with particular emphasis
on lower-income families particularly in Downtown,
Westborough/Winston Serra, and the new residential
area of Lindenville.

Policy PR-9.4: Support business development for
childcare. Encourage private preschools and childcare
facilities to open in South San Francisco, particularly in neighborhoods with young children, employment land
uses, and neighborhoods currently underserved by
preschool and childcare facilities.

Policy PR-9.5: Advocate for childcare. Advocate in
support of state and federal funding and programs that
subsidize or expand early childhood education.

For related policies and implementation actions
related to recreational programing and equity, see
Goals PR-1 and PR-8.

Gateway Childcare Center
SHAPE SSF: 2040 GENERAL PLAN
10 228 229
GOAL PR-10: South San Francisco provides
engaging and convenient programming and
services for older adults.

INTENT:

To ensure older adults throughout the city have easy
access to the recreational and education opportunities
they need.

Policy PR-10.1: Expand Senior Services Program.

Seek opportunities to expand the wide range of
older adult and senior services provided by the
City, including recreation, education, and social
programs, health screenings, and other enrichment
opportunities.

Policy PR-10.2: Maintain Adult Day Care Program.

Continue to operate an Adult Day Care program
to provide socialization, enrichment, and exercise
activities to frail and/or impaired older adults with
disabilities.

Policy PR-10.3: Partner with San Mateo County to
extend senior services. Continue to collaborate with
San Mateo County and other outside entities to expand
the reach of senior services, such as the Great Plates
Delivered Program.

Policy PR-10.4: Provide shuttle and van service
to senior services. Continue to provide and expand
when feasible connections to older adult and senior
services by maintaining service to Roberta Cerri Teglia Center and seeking opportunities to expand the South
City Shuttle service and the City’s van program for
medically frail older adults.

Policy PR-10.5: Publish Senior Connections
Newsletter. Continue to publish the Senior
Connections Newsletter free to South San Francisco
seniors.

For related more general policies and implementation
actions related to recreational programming, see
Goal PR-8.

Community Members Dining at Art Show

ABUNDANT AND ACCESSIBLE PARKS AND RECREATION
GOAL PR-11: South San Francisco maintains
an equitable, flexible, and sustainable funding
approach to maintain park and recreational
standards for existing and future residents.

INTENT:

To create a sustainable funding approach from a diversity for sources.

Policy PR-11.1: Diversify park funding. Provide
reliable and diversified funding for park development,
capital improvement, maintenance, and operations.

Pursue all opportunities, including use of the general
fund, donations, conservation easements, inheritance
trusts, naming rights, community facilities district,
lighting and landscape districts, and developer
incentives.

Policy PR-11.2: Reduce long term operations and
maintenance costs. Identify ways to reduce the City’s
long-term operations and maintenance costs, such as
adapting more energy efficient technologies for park
and recreation facilities, using low water landscape
palettes and recycled water for irrigation, or exploring the use of artificial turf, alternative materials and
other types of ground cover that do not require heavy
maintenance or frequent mowing.

Policy PR-11.3: Regularly review developer impact
fees. Regularly review (at least every 3 years) and
adjust park, recreation, and childcare impact fees
to work towards the City’s service standard, and to
account for the changing cost of land, facilities, and
equipment. Consider fees by geographic area in the
city to account for different land costs. Explore annual fees for city maintenance.

Policy PR-11.4: Seek grant funding to help fund
capital projects. Continue to seek grant funding to
help fund capital projects.

Policy PR-11.5: Explore bond funding. Explore
opportunities for bond measures to fund maintenance,
park operations, and park and recreational amenity
investments.

Policy PR-11.6: Provide publicly accessible
private open space. Work with project developers
and property owners to construct and maintain
improved parkland to serve new development
through development regulations and development
agreements.

Policy PR-11.7: Explore alternative funding sources.

Study potential for using parcel taxes or developing
community facilities districts to fund facility
development and maintenance.

Policy PR-11.8: Explore allowing limited economic
activity in public spaces. Lease parts of public spaces, parks and select sidewalks to private businesses
and non-profit organizations to activate the space
with programs and activities, such as small product
vendors, bike rental, community garden plots, exercise
programs, and larger events and festivals.

Policy PR-11.9: Combined State, local, and federal
childcare funds. Ensure that State, local, and federal
childcare funds are maximized, secured, and braided
for the benefit of South San Francisco families
accessing child care.

Bay Trail
SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
230 231

IMPLEMENTATION ACTIONS
Policy Implementation Action Priority Primary Responsibility GOAL PR-1: South San Francisco equitably provides improved parkland, recreational facilities, and services for all residents.

Policy PR-1.4
Action PR-1.4.1: Provide targeted recreational services. Explore opportunities to provide and subsidize more recreational services to targeted populations (e.g., youth, older adults, persons with disabilities, and low-income populations).

High Recreation Division (P&R)
GOAL PR-2: The city has an expanded network of improved parkland to accommodate the physical and social needs of users of all ages and abilities.

Policy PR-2.1
Action PR-2.1.1: Adopt and implement Parks and Recreation Master Plan. Adopt and implement the Parks and Recreation Master Plan, updating the Plan every 5-to-10 years. Develop the proposed parks identified in the Parks and Recreation Master Plan. Include new categories in parks classification system: San Mateo County-owned park trailheads, SSFUSD properties the public can access per joint use agreements, and privately-owned public open spaces, among others.

High Parks Division (P&R)
Action PR-2.1.2: Complete update of the Orange Memorial Park Master Plan. Complete update and implement the Orange Memorial Park Master Plan. Medium Parks Division (P&R) GOAL PR-4: The City collaborates with a strong network of partners to improve and expand park and recreational opportunities across South San Francisco.

Policy PR-4.2
Action PR-4.2.1: Establish Sunshine Gardens Shared use agreement. Establish a partnership with the South San Francisco Unified School District to provide access to Sunshine Gardens Elementary School open space areas.

High City Manager
Action PR-4.2.2: Provide recreational programing in joint use facilities. Coordinate with the South San Francisco Unified School District and San Mateo County Health Department, as well as local health providers and other community organizations, to provide recreational programming not offered in nearby public parks or recreation centers, such as after-school fitness and education programs.

High Recreation Division (P&R)
Policy Implementation Action Priority Primary Responsibility Policy PR-4.2 Action PR-4.2.3: Expand afterschool and summer childcare. Continue to work with the South San Francisco Unified School District to expand after-school and summer childcare. High Parks Division (P&R) GOAL PR-5: Downtown has improved access to parks, gathering spaces, and public amenities.

Policy PR-5.1
Action PR-5.1.1: Fund Downtown pop-up parks. Establish and fund a Downtown pop-up park program as a temporary measure until new parks are opened. Encourage local food and art vendors, e.g., “Off the Grid”.

High Parks Division (P&R)
Action PR-5.1.2: Designate new Downtown/Lindenville park site. Designate a site for a new neighborhood park adjacent to Downtown and Lindenville on the block bounded by Railroad Avenue, Spruce Avenue, Colma Creek, and Linden Avenue and require parkland dedication.

Medium Parks Division (P&R)
Action PR-5.1.3: Study City Hall park space opportunities. Study opportunities to expand active park space on the City Hall property. Low Capital Projects (CM) GOAL PR-6: The City provides convenient and safe trails and other pedestrian connections throughout the community.

Policy PR-6.1
Action PR-6.1.1: Create Colma Creek trail. Create a trail along Colma Creek from the Bay Trail to Orange Memorial Park, incorporating lighting, public art, and native and high-value landscaping. Medium Parks Division (P&R) Action PR-6.1.2: Implement active transportation improvements to parks and open space.

Implement new active transportation connections to the Centennial Way Trail, Colma Creek, and the San Francisco Bay Trail.

Low Planning Division (ECD)
Action PR-6.1.3: Implement Centennial Trail Vision Plan. Implement the Centennial Trail Vision Plan. Seek opportunities to create more mid-block access to Centennial Way trail. Medium Parks Division (P&R) Action PR-6.1.4: Develop Pacific Gas and Electric and Union Pacific trails. Partner with Pacific Gas & Electric and Union Pacific to reuse utility corridors and rail rights-of-way as trails. Low Parks Division (P&R) Action PR-6.1.5: Require new development to link to trails. Require new development to tie into the park and trail system by providing linkages to existing parks or dedicating new park land or trail easements.

Medium Planning Division (ECD)
Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities.

SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
232 233
Policy Implementation Action Priority Primary Responsibility GOAL PR-7: South San Francisco provides well-maintained and sustainable parks and recreational facilities to meet the needs of current and future residents.

Policy PR-7.6 Action PR-7.6.1: Complete pool design and financing studies. Move forward with design and financing studies for a new pool. High Capital Projects (CM) Policy PR-7.7
Action PR-7.7.1: Adopt Public Art Master Plan. Adopt and implement the Public Art Master Plan, updating the Master Plan every 5-to-10 years. High Recreation Division (P&R) Action PR-7.7.2: Facilitate community engagement on public art selection. Establish a process to allow community input into public art selection. Low Recreation Division (P&R) Action PR-7.7.3: Educate community on public art. Produce public art educational materials for each artwork in the City’s collection and make these available to the public. Detail the locations of public art installations in materials such as walking tour guideposts, physical markers, web-based maps, or podcasts.

Medium Recreation Division (P&R)
Action PR-7.7.4: Support community-based creation of public art. Develop and coordinate community-based efforts to create public art pieces. Low Recreation Division (P&R) GOAL PR-8: Parks and recreational facilities have the appropriate staffing to offer high-quality recreational programs and offerings for residents of all ages.

Policy PR-8.10
Action PR-8.10.1: Identify and pilot enrichment programs. Identify and pilot new ways to engage young people and their families who have not previously participated in City-run enrichment programming – and use these efforts to identify common reasons youth and families have not participated in these community resources.

Medium Recreation Division (P&R)
Action PR-8.10.2: Target locations for enrichment programs. Use targeted locations and coordinate with existing programs/organizations to strengthen/expand youth development opportunities specifically for youth of color and youth from historically disenfranchised communities.

Medium Recreation Division (P&R)
Policy Implementation Action Priority Primary Responsibility GOAL PR-9. South San Francisco maintains quality childcare and preschool programs citywide.

Policy PR-9.1 Action PR-9.1.1: Implement Child Care Master Plan. Adopt and implement the Child Care Master Plan, updating the Plan every 5-to-10 years. High Recreation Division (P&R) Policy PR-9.2
Action PR-9.2.1: Expand funding for universal preschool. Continue exploring possible funding to establish and maintain universal preschool or to establish universal preschool for lowerincome families.High Recreation Division (P&R) Policy PR-9.3
Action PR-9.3.1: Update Zoning code for childcare. Update the Zoning Code to:
• Allow large family care homes by right in residential units as required by Senate Bill 234 (2019). • Allow childcare facilities by right in all residential land use designations when located within one-quarter of a mile from public and institutional uses, e.g., schools and churches. • Allow childcare facilities in residential neighborhoods that meet specified performance standards.
• Allow childcare facilities in mixed use districts East of 101 and in Lindenville. • Allow childcare facilities by right in the business technology park land use designation.

High Planning Division (ECD)
Action PR-9.3.2: Maintain land inventory for childcare. Conduct an inventory of property that may be converted or developed into public or private Early Childcare Education facilities. Medium Planning Division (ECD) Action PR-9.3.3: Explore parking reductions for childcare facilities. Low Planning Division (ECD) Action PR-9.3.4: Provide incentives for new development to create childcare facilities.

Provide incentives to new development to create childcare facilities as a community benefit.

Encourage new development to provide on-site childcare facilities rather than paying an in-lieu fees.

High Economic Development and
Housing Division (ECD)
Action PR-9.3.5: Coordinate citywide childcare programs. Coordinate and integrate childcare programs with existing housing, community, and social programs as described in the Child Care Master Plan.

High Recreation Division (P&R)
Policy PR-9.4
Action PR-9.4.1: Explore grant funding for childcare. Explore the provision of one-time grants to Family Child Care homes for zoning permit application or to update homes to be ready for babies and toddlers, including removing penalties for those who want to legalize their Family Child Care homes.

High Recreation Division (P&R)
Action PR-9.4.2: Create and maintain online portal for childcare. Create and maintain an online portal and resources for childcare business development. Medium Recreation Division (P&R) SHAPE SSF: 2040 GENERAL PLAN
ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10
234 235

PERFORMANCE METRICS
PERFORMANCE METRIC: Park service ratio
Target
• 3 acres of improved parkland per
1,000 residents,
• 0.5 park acres per 1,000 employees
• 1.5 acres of open space per 1,000
residents
• 1.0 acres of joint use open space per
1,000 residents
Data Source Parks inventory, US Census Bureau ACS
Department
Responsible
Parks & Recreation
Target 3.0 Acres

0.5 Acres

1.5 Acres

1.0 Acre
2021 Data 2.4 Acres

2.8 Acres

1.2 Acres

1.2 Acres
Target
2021 Data
Target
2021 Data
Target
2021 Data
Improved Parkland
Improved Parkland, Employees
Open Space
Joint Use
PERFORMANCE METRIC: Park access PERFORMANCE METRIC: Miles of Trails Target
1 park, trail, open space,
or privately-owned public
open space within a
10-minute walk (1/2 mile)
of residents
2021 DATA:
97% OF
Data Source RESIDENTS Parks inventory, US Census
Bureau ACS
Department
Responsible
Parks & Recreation,
Planning Division
Target 15 Miles of trails
2021 DATA:
11 MILES OF TRAILS Data Source
Parks and Rec Trail
Inventory
Department
Responsible
Parks & Recreation
PERFORMANCE METRIC: Program, Facility, and Maintenance Staffing Target
• 1.0 full time equivalent custodian (porter) per 25,000 square feet
• 1 full time equivalent maintenance staff person(for repairs and system maintenance) per 50,000 square feet of
building area (per Facility Manager Pulse)
MAINTENANCE STAFF PER 10 ACRES OF PARK AND OPEN SPACE LAND:

Data Source 1 STAFF MEMBER Parks and Rec Operating Budget, Parks Inventory, US Census Bureau ACS Parks and Rec Trail Inventory
Department
Responsible
Parks & Recreation
PERFORMANCE METRIC: Percent of Recreational Services Program utilization Target
75% Recreational Services section program utilization (as defined as the number of participants divided by program capacity)

CITY TO BEGIN TRACKING DATA AND PROVIDE
Data Source IN THE FUTURE. Participants in the Recreational Services section, including Aquatics, Classes, Cultural Arts, Childcare, Senior Services, Sports, Rentals, and Special Events.

Department
Responsible
Parks & Recreation
237
Opportunity
and Access
Community
Engagement
11 236 SHAPE SSF: 2040 GENERAL PLAN
CHAPTER 11
Equitable
Community
Services
11 PART III: OUR PEOPLE

EQUITABLE COMMUNITY SERVICES
237
EQUITABLE COMMUNITY SERVICES 11
238 SHAPE SSF: 2040 GENERAL PLAN 239

WHERE WE WANT TO BE IN THE FUTURE
South San Francisco applies an inclusive engagement
process that allows everyone to take part in City
decision-making that impacts their lives.

A diverse team of City staff proactively incorporates
equity in all decisions and considers potential equity
implications in their day-to-day work and funding
decisions when developing new policies, programs, and
procedures.

Race no longer determines one’s socio-economic and
health outcomes in South San Francisco and everyone
has an opportunity to thrive.

All South San Francisco residents, regardless of ability, neighborhood, or economic background, have access to
quality programming and facilities.

All South San Francisco children and youth have access
to high-quality educational enrichment opportunities.

All South San Francisco residents, especially residents of color, feel safe and have a sense of belonging in their neighborhoods.

South San Francisco public libraries serve as centralized hubs for educational and social services.
1-on-1 Reading (Billy Hustace)
How Our Plan Gets Us There
Though equity is like equality, they are not the
same thing.

Equality means everyone receives the same thing regardless of any other factors. Equity, on the other hand, is about ensuring that people have access to the same opportunities to thrive and succeed. An equity lens recognizes that people may have different starting points and may need different types and levels of support to flourish. Thus, equity is achieved when socioeconomic and environmental factors, such as race, income, education, or place, can no longer be used to predict health, economic, or other wellbeing outcomes.

The following dimensions of equity are considered in the General Plan update: • Procedural: Create processes that are transparent, fair, and inclusive in developing and implementing any program, plan, or policy. Ensure that all people are treated openly and fairly.
• Structural: Make a commitment to correct past harms and prevent future unintended consequences. Address the underlying structural and institutional systems that are the root causes of social and racial inequities.
• Distributional: Fairly distribute resources, benefits, and burdens.

Prioritize resources for communities that experience the greatest inequities, disproportionate impacts, and have the greatest unmet needs.

By equitably planning and prioritizing growth for the future, the City of South San Francisco can ensure that all residents have the opportunity to thrive. This General Plan applies an equity lens in all elements.

Specifically, this Equitable Community Services Element provides the opportunity to address the underlying causes of inequities through topics such as community engagement, implementation of the 2021 South San Francisco Racial and Social Equity Action Plan, and prioritizing amenities and services in disadvantaged communities.

PERFORMANCE METRIC
Equity in City decision-making
Target:

Increase in the percentage of Spanish, Mandarin,
Cantonese, and Tagalog speakers; Latino, Asian, and
Pacific Islanders; and residents of varying abilities (blind, deaf, mobile impairment, mental or emotional condition) who participate in the City’s boards and commissions, so that their participation rates are closer to their respective total citywide percentages. Continue to ensure that
inclusive engagement is employed in all programs
and procedures.

PERFORMANCE METRIC
Equity in City operations
Target:

Increase in the number of racial equity impact
assessments (REIAs) and equity capacity building
trainings conducted annually by each City department.

PERFORMANCE METRIC
Distributional equity
Target:

Increase in the percentage of the City’s budget
and resources allocated to existing public facilities,
community programming, and services in disadvantaged
communities.
123
Performance Metrics Refer to page 253 to view a full list of Performance Metrics for this chapter.

CITY TO BEGIN TRACKING

DATA AND PROVIDE IN
THE FUTURE.

CITY TO BEGIN TRACKING

DATA AND PROVIDE IN
THE FUTURE.

CITY TO BEGIN TRACKING

DATA AND PROVIDE IN
THE FUTURE.

SOUTH SAN FRANCISCO
Racial & Social
Equity Action Plan
YEAR 1 IMPLEMENTATION
241
EQUITABLE COMMUNITY SERVICES 11
240 SHAPE SSF: 2040 GENERAL PLAN

KEY ISSUES AND OPPORTUNITIES
Welcoming and Diverse Community
One of South San Francisco’s greatest strengths is the
diversity of its people. Since 1990, no racial/ethnic group has represented a majority of the City’s population. Today, Asian Pacific Islanders and Latinos are the largest racial/ethnic groups, with the majority of Asian Pacific Islanders residing in the Westborough planning sub-area and most Latinos
residing in the Downtown sub-area (see Figure 32). Residents of all generations take pride in this racial/ethnic diversity, and they support one another through volunteerism
and community service. Moreover, in terms of linguistic diversity, more than half of all South San Franciscans speak a language other than English at home. The most frequently spoken languages at home other than English are Spanish, Mandarin, Cantonese, and Tagalog (see Figure 33). However, linguistic isolation exists in South San Francisco with nearly a quarter of the population speaking English less than
very well. This Equitable Community Services Element is an opportunity for the City to ensure it conducts public processes in a multi-lingual and inclusive manner, so that all residents have an opportunity to voice their opinions now and into the future.

Summer Movie Nights
South San Francisco Commission on Racial and Social Equity Action Plan Access to Opportunity
Known as the industrial city and the birthplace of biotechnology, South San Francisco has a strong economy that provides significant access to opportunity. For example, existing production, distribution, and warehousing companies often provide higher wage jobs for employees with lower educational levels. Moreover, life sciences, biotechnology, and research and development employers regularly invest in local science, technology, engineering, and math (STEM) education and training programs for the city’s children and youth. At the same time, there is a strong presence of local small businesses, including mom and pop shops, throughout the city. The City also actively problem solves and has taken initiative in addressing socioeconomic inequities, such as through the approval of an increase in minimum wage and the implementation of the South San Francisco Commission on Racial and Social Equity Report and Action Plan. These aim to redress barriers and structural conditions that have long disadvantaged marginalized groups.

Figure 32: Race and Ethnicity by Sub-Area
(ranked by largest total population)
Figure 33: Languages Spoken at Home
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Westborough
Downtown
Winston Serra
Sunshine Gardens
Avalon-Brentwood
El Camino Real
Paradise Valley/Terrabay
Orange Park
Sign Hill
Asian or Pacific Islander
Hispanic/Latino
White
Black or African American
Other (Other and AIAN)
English Only 42%
Spanish 26%
Tagalog 13%
Mandarin or Cantonese 10%
Other Indo-European Languages 4%
Other Languages 3%
Other Asian and Pacific Island Languages 2%
42%
26%
13%
10%
4%
3% 2%
Source: American Community Survey, 5-year estimates (2013-2017) - C16001 Sources: US Census Bureau, Decennial Censuses (1990 – 2010); American Community Survey, 5-year estimates (2013-2017) San Bruno Mountain
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40 - 50%
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Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
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243
EQUITABLE COMMUNITY SERVICES 11
242 SHAPE SSF: 2040 GENERAL PLAN
However, disparities in access to opportunity persist in the community.

Although rates of educational attainment have greatly increased since 1990, there are wide educational disparities by race/ethnicity with less than 75% of Pacific Islanders and Latinos graduating from high school.

Educational attainment is low in areas of Downtown, with less than 15% of residents holding at least a bachelor’s degree (see Figure 34).

Moreover, service and production occupations in the city are at longterm risk from increasing automation of routine manual tasks and from increasing market pressures for the conversion of industrial buildings Figure 34: Percent of Population with a Bachelor’s Degree or Higher, by Census Block Group, 2017 Less than 20%
20-30%
30-40%
40-50%
City of South San Francisco
BART Station
City Parks, Open Space,
& Joint Facilities
Caltrain Station
Arterial Road
Unincorporated Area in City Sphere
BART
Context Parks
Caltrain
Local Road
Ferry Terminal Station
Highway
Waterbody
Sources: City of South San Francisco (2021); County of San Mateo (2019); ESRI (2021). to housing, office, entertainment, and other uses. Finally, the Downtown sub-area is at especially heightened risk of future gentrification and displacement due to its proximity to desirable transit and neighborhood amenities, high percentage of low-income residents and people of color, high number of cost-burdened renters, and high concentration of naturally occurring affordable housing units that are vulnerable to price or rent increases. Given these market pressures and potential future development, the City has an opportunity through the General Plan to ensure that new development and new employers invest in local hire, job training, affordable housing, and other efforts that equitably expand access to opportunity for existing and future low-income South San Franciscans.

Percent with Bachelor's Degree
or Higher by Census Tract
Public Facilities and Services
South San Francisco owns and operates a robust and distributed network of existing public facilities to advance equity across the city (see Figure 35), such as recreational facilities, libraries, and police and fire buildings. The City provides free public library and literacy services at three facilities: the Main Library, the Grand Avenue Branch Library, and the Community Learning Center. In addition, as described in the Abundant and Accessible Parks & Recreation Element, the City maintains ten indoor and outdoor recreational facilities for sports, social gatherings, camps, licensed preschool, senior programs, Adult Day Care, aquatics programming, and other classes. To meet the needs of a growing community, the City broke ground on a new Community Civic Campus in 2020. The Community Civic Campus includes a new library, music rooms, exercise and dance rooms, classrooms, social and cultural gatherings and events, and meeting rooms, and will meet many of the recreation needs identified in the City’s Parks and Recreation Master Plan. The City is also moving forward with the design and exploration of a new, larger aquatic center and an additional preschool center in Westborough.

Moreover, the South San Francisco Unified School District (SSFUSD) operates 15 schools with at least one school located in every residential neighborhood of the city. Currently, the City has a joint use agreement with SSFUSD, which allows residents to use school facilities for recreational uses and allows the City to offer before and after school programs at nine SSFUSD elementary schools, three middle schools, and three high schools. Additionally, the City operates licensed before and after school childcare and summer camps at six SSFUSD school sites.

The Library and Parks and Recreation departments offer grant-funded after school enrichment programs for three Title 1 schools, Martin, Los Cerritos, and Spruce, at no cost to families, as well as drop-in afterschool services and programs and safe places for youth to gather and learn outside of school hours.

Figure 35: All Facilities
Sources: USGS (2006); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

City of South San Francisco
BART Station
Library Facilities Recreation Facilities
School Facilities South San Francisco Fire Stations
SSFUSD Childcare Facilities South San Francisco Police Stations South San Francisco Childcare Facilities
City Parks, Open Space,
& Joint Facilities Caltrain Station
Unincorporated Area in City Sphere Arterial Road
BART
Caltrain Context Parks
Ferry Terminal Station Local Road
Highway
Waterbody
245
EQUITABLE COMMUNITY SERVICES 11
244 SHAPE SSF: 2040 GENERAL PLAN

POLICY FRAMEWORK
English Lab at Community Learning Center
GOAL ECS-1. All residents are engaged in
decisions that impact their lives.

INTENT:

To advance equity in City decision-making processes.

Policy ECS-1.1: Enhance language accessibility
for City processes. Enhance language accessibility
and public participation for all City meetings and
processes.

Policy ECS-1.2: Provide live multilingual
interpretation. Provide simultaneous multilingual
interpretation at community meetings and translate
all meeting materials into Spanish, Simplified Chinese
or Traditional Chinese, and Tagalog. Incorporate
participatory facilitation techniques at all public
meetings.

Policy ECS-1.3: Establish equitable engagement
practices. Engage community members most
impacted by racial and social inequities, including
youth of color, in South San Francisco.

Policy ECS-1.4: Engage Youth Commission. Engage
the South San Francisco Youth Commission to increase
youth residents’ influence on policy and decisionmaking.

Policy ECS-1.5: Maintain diversity in boards and
commissions. Recruit adult community members
most impacted by racial and social inequities to serve
on the City’s boards and commissions. Seek to ensure
that the City’s boards and commissions reflect the rich diversity of South San Francisco.

Policy ECS-1.6: Continue ongoing community
meetings. Hold community meetings and focus
groups to gather community input into City decisionmaking processes. Locate these community meetings in locations and at times that are convenient
for community members. Provide and promote
opportunities for low- or no-cost meeting rooms in City facilities for community groups and local organizations as incentives for strengthening community
engagement.

GOAL ECS-2. South San Francisco is a leader
in incorporating equity considerations into
policies, programs, and procedures.

INTENT:

To advance equity within City systems and processes.

Policy ECS-2.1: Increase internal capacity for equity.

Increase the City’s internal organizational capacity to advance racial and social equity.

Policy ECS-2.2: Implement programs and
procedures to advance racial and social equity.

Policy ECS-2.3: Conduct equity assessment for
policies and ordinances. Conduct a racial equity
impact assessment for policies and ordinances that the
City Council is considering in a timely manner.

Policy ECS-2.4: Institutionalize equity in
departmental operations. Institutionalize equity
by all City department leads working with the Equity
and Inclusion Officer in identifying opportunities
to increase racial and social equity in internal and
external practices, programs, and policies.

Policy ECS-2.5: Provide inclusive communications.

Reflect the languages, cultures, and ethnicities found
in the South San Francisco community in promotional
materials and library collections.

Policy ECS-2.6: Reduce documentation for services.

Minimize the documentation required to access
supportive services (e.g., driver’s license, lease, pay stubs) to reduce barriers to seeking and utilizing services, including eliminating requirements whenever possible.
247
EQUITABLE COMMUNITY SERVICES 11
246 SHAPE SSF: 2040 GENERAL PLAN
GOAL ECS-3. South San Francisco equitably
provides public services for all residents.

INTENT:

To advance distributional equity in the City’s budget and resources allocation so that so all residents can engage in educational, recreational, and community-building
opportunities.

Policy ECS-3.1: Ensure equitable distribution of
opportunities. Ensure accessible public facilities and
services are equitably distributed throughout the city
and are provided in a timely manner to keep pace with
new development.

Policy ECS-3.2: Meet community needs for
programing and services. In partnership with
community members, adapt City programming
and services as needed to ensure they meet the
community’s needs, based on continued monitoring of
demographic and socio-economic characteristics.

Policy ECS-3.3: Consider expanding Universal Basic
Income Pilot. Consider expanding the City’s Universal
Basic Income Pilot to support low-income households
with meeting basic needs.

Policy ECS-3.4: Develop community benefits
agreements program. Develop a community benefits
agreement for major private development projects,
which may include affordable housing, job training
funds, housing assistance, and/or local hiring to
support disadvantaged communities.

Policy ECS-3.5: Develop and promote small
businesses. Foster small business development for
low-income residents and residents of color with
educational resources, permitting information, and
services that can promote long term success in
the City.

GOAL ECS-4. South San Francisco provides
well-maintained and sustainable facilities
to meet the needs of current and future
residents.

INTENT:

To ensure that the community is provided with facilities that meet its diverse needs and interests.

Policy ECS-4.1: Sustain facility maintenance staffing
targets. Strive to achieve a ratio of 1.0 full time
equivalent custodian (porter) per 25,000 square feet
and 1 full time equivalent maintenance staff person (for repairs and system maintenance) per 50,000 square
feet of building area to ensure every neighborhood is
well-served, especially disadvantaged communities.

Policy: ECS-4.2: Maintain existing and future
city facilities. Fund adequate resources to
maintain existing and future facilities, especially in
disadvantaged communities. Continue to reinvest in
existing facilities to extend their useful lifetimes.

Policy ECS-4.3: Identify reductions to long term
operations and maintenance costs. Identify ways
to reduce the City’s long-term operations and
maintenance costs, such as adapting more energy
efficient technologies for facilities, using low water
landscape palettes, and using recycled water for
irrigation. Reinvest these future savings into additional equitable community services.

Policy ECS-4.4: Integrate sustainable landscape
strategies. Integrate sustainability strategies into City‐ owned landscapes to improve water quality, reduce
the need to irrigate landscapes, and lower water costs.

Policy ECS-4.5: Activate City facilities. Seek to
activate City-owned facilities with educational,
recreational, and community-building programs as
much of the day as possible to best serve residents
across the City, and especially low-income households.

For related policies and implementation actions
related to public facilities and recreation, see Goal PR8, PR-9, PR-10, and PR-11.

GOAL ECS-5. The City provides high-quality
educational opportunities for all children and
youth by maintaining a positive relationship
with the South San Francisco Unified School
District.

INTENT:

To enhance the quality of educational opportunities
through partnerships, programming, and data sharing.

Policy ECS-5.1: Develop partnerships for education.

Develop formalized partnerships with local businesses
and non-profit organizations to support South San
Francisco Unified School District students.

Policy ECS-5.2: Provide a variety of youth
programming. Provide a variety of programming to
ensure all children and youth in South San Francisco
have educational and recreational opportunities.

Policy ECS-5.3: Maintain a data sharing agreement
with South San Francisco Unified School District.

Maintain a continuous exchange of information with
the South San Francisco Unified School District on
projected growth of the city.

GOAL ECS-6. South San Francisco promotes
community safety and a sense of belonging for
all residents.

INTENT:

To increase trust and community dialogue between
public safety departments and communities of color.

Policy ECS-6.1: Improve public safety. Seek to improve
public safety, especially for communities of color.

Policy ECS-6.2 Develop and expand diversion
programs. Identify and implement resources,
programs, and partnerships to successfully support
diversion and reentry efforts for justice-involved youth and young adults.

Policy ECS-6.3: Develop partnerships for referrals.

Continue to develop and partner with communitybased organizations, the County, and neighboring jurisdictions to develop referral services and harmreduction systems that facilitate access to resources and economic opportunities.

Policy ECS-6.4: Support reentry and restorative
justice programs. Encourage and support efforts that
foster an inclusive community and help reintegrate
formerly incarcerated persons into positions of
employment and positive roles in the community
(including working with local employers).

Policy ECS-6.5: Enhance programs for unhoused
population. Build on and enhance existing strategies
and planning for addressing the unhoused population,
including prevention, services, access to mental health services, and necessary facilities.
249
EQUITABLE COMMUNITY SERVICES 11
248 SHAPE SSF: 2040 GENERAL PLAN
Policy ECS-6.6: Minimize surveillance. Minimize
surveillance and ensure security of resident data
in the transition towards building a smart city and
implementing innovative technologies.

Policy ECS-6.7: Coordinate public safety programs.

Coordinate with local partners, including schools,
neighborhood groups, and community-based
organizations, to encourage community-based crime
prevention efforts.

Policy ECS-6.8: Report public safety data. Collect and
report demographic and socio-economic data with
citation and arrest data.

GOAL ECS-7. South San Francisco public
libraries serve as centralized hubs for
educational and social services.

INTENT:

To increase utilization of educational and social services, particularly by low-income residents and residents of color.

Policy ECS-7.1: Ensure adequate library services,
staffing, and facilities. Ensure adequate library
services, staffing, and facilities are maintained for all residents.

Policy ECS-7.2: Promote libraries as community
hubs. Promote the library as a community hub for
culturally and linguistically competent educational and social services.

Policy ECS-7.3: Promote literacy programs. Provide
inclusive programming, technological resources, and
services at libraries to promote literacy and support
educational outcomes of K-12 students.

Policy ECS-7.4: Sustain diversity in library
collections. Maintain library collections that reflect the languages, cultures, and ethnicities found in the South San Francisco community.

Policy ECS-7.5: Expand outreach about diverse
authors. Expand programs that connect residents not
currently visiting the libraries to book selections of
diverse authors (e.g., summer reading program).

Policy ECS-7.6: Provide navigation of City programs.

Partner with the City’s community navigators and
promotores to provide residents with access to
information about City, County, and non-profit
programs and resources.

Policy ECS-7.7: Conduct regular evaluation of library
services. Develop customer service surveys to use to
evaluate library programs and events.

IMPLEMENTATION ACTIONS
Policy Implementation Action Priority Primary Responsibility GOAL ECS-1. All residents are engaged in decisions that impact their lives.

Policy ECS-1.1
Action ECS-1.1.1: Hire multilingual staff. Hire staff who speak multiple languages including Spanish, Mandarin, Cantonese, and Tagalog. Medium City Manager Action ECS-1.1.2: Create multilingual hub. Create a centralized and multilingual online hub that aggregates all public resources and services available for all residents. Include resources and services offered by the City, County, State, local non-profits, and other agencies.

High City Manager
Policy ECS-1.3
Action ECS-1.3.1: Provide navigation of City services. Recruit and hire diverse promotores and community navigators who can provide culturally and linguistically responsive navigation of City services, resources, and public input opportunities to low-income residents and residents of color.

High City Manager
Action ECS-1.3.2: Create partnerships to improve outreach. Partner with local organizations and institutions, such as churches and community-based organizations, to increase outreach opportunities.

Medium City Manager
Action ECS-1.3.3: Develop ongoing feedback portal. Develop an online, multilingual portal where residents can provide feedback on an ongoing basis regarding the General Plan, City services, and other needs and barriers that the City may be able to address.

Medium City Manager
GOAL ECS-2. South San Francisco is a leader in incorporating equity considerations into policies, programs, and procedures.

Policy ECS-2.1
Action ECS-2.1.1: Maintain dedicated staff for equity and inclusion. Maintain a dedicated staff position (e.g., an Equity and Inclusion Officer) to institutionalize accountability, advance equity initiatives, and monitor equity-related outcomes throughout South San Francisco.

High City Manager
Action ECS-2.1.2: Join a national race and equity network membership. Join the Government Alliance on Race and Equity or a similar national network, such as the Living Cities “Closing the Gaps” network.

Medium City Manager
Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities.
251
EQUITABLE COMMUNITY SERVICES 11
250 SHAPE SSF: 2040 GENERAL PLAN
Policy Implementation Action Priority Primary Responsibility Policy ECS-2.1
Action ECS-2.1.3: Partner regionally to support equity priorities. Work closely with other jurisdictions in San Mateo County and throughout the Bay Area to build capacity on racial and social equity, and to advance regional equity priorities.

Medium City Manager
Action ECS-2.1.4: Create equity trainings for City staff. Create equity trainings and require that City staff from all departments take part in capacity building trainings to equip them to understand and apply an equity lens in their day-to-day work.

High City Manager
Policy ECS-2.2
Action ECS-2.2.1: Implement Racial and Social Equity Action Plan. Continue to implement the 2021 South San Francisco Racial and Social Equity Action Plan. High City Manager Action ECS-2.2.2: Develop standardized reporting. Develop a standardized approach to tracking data to address racial and social inequities. Medium City Manager GOAL ECS-3. South San Francisco equitably provides public services for all residents.

Policy ECS-3.1
Action ECS-3.1.1: Expand placement of events. Program community events, special programs, festivals, and classes at parks, libraries, and public gathering spaces throughout the city, and especially in disadvantaged communities, either funded by the City or in partnership with community organizations.

Medium City Manager
Action ECS-3.1.2: Expand Internet connectivity. Offer free high-speed internet inside and outside City facilities, especially in disadvantaged communities. Low Information Technology Action ECS-3.1.3: Explore Downtown Community Resource Center. Study the feasibility of a Community Resource Center in Downtown where multiple services will be offered. High Capital Projects (CM) Policy ECS-3.2
Action ECS-3.2.1: Conduct ongoing evaluation of services. Regularly evaluate impact of public investments to ensure equitable distribution of services and programming moving forward. Medium City Manager Action ECS-3.2.2: Pilot equitable involvement in services. Identify and pilot new ways to engage young people and their families who have not previously participated in City-run enrichment programs. Ensure that young people, especially youth of color and youth from other historically disenfranchised communities, are involved in City-run enrichment programs.

Medium City Manager
Policy Implementation Action Priority Primary Responsibility Policy ECS-3.2
Action ECS-3.2.3: Target locations of services. Use targeted locations and coordinate with existing programs and organizations to strengthen youth development opportunities specifically for youth of color and youth from other historically disenfranchised communities.

Medium Recreation Division (P&R)
GOAL ECS-5. The City provides high-quality educational opportunities for all children and youth by maintaining a positive relationship with the South San Francisco Unified School District.

Policy ECS-5.1
Action ECS-5.1.1: Collaborate with life sciences industry: Continue to partner with life science companies and associations to provide South San Francisco Unified School District students with internships, science awards, and upgraded lab equipment. Partner with life science companies to provide job training for current residents through Life Science Associations.

Medium Economic Development and
Housing Division (ECD)
Action ECS-5.1.2: Identify special education opportunities. Partner with life science companies and art organizations to provide special education students with internships, awards, and equipment in order to provide high-quality special education to South San Francisco children and youth.

Medium Economic Development and
Housing Division (ECD)
Action ECS-5.1.3: Expand arts education partnerships. Develop partnerships with art organizations and associations to provide students with internships, awards, and upgraded visual and performing arts equipment.

Medium Recreation Division (P&R)
Action ECS-5.1.4: Mitigate summer learning slide. Develop partnerships with San Mateo County, local libraries and South San Francisco Unified School District to provide Summer Learning Challenge and Big Lift Inspiring Summers learning and literacy support for local students.

Medium Library
Policy ECS-5.2
Action ECS-5.2.1: Target placement of programming. Provide youth development programming in neighborhoods with high proportions of young people, especially low-income youth and youth of color.

Medium Recreation Division (P&R)
Action ECS-5.2.2: Create summer internship pilot. Pilot summer youth/teen internship program within South San Francisco City departments, with targeted recruitment of low-income youth and youth of color, to address opportunity gaps via exposure to government.

Medium City Manager
Action ECS-5.2.3: Create youth pilot programs to address resource gaps. Meaningfully engage low-income students, students of color, and other historically disenfranchised community members to identify specific resource gaps (e.g., internet access and digital literacy) in the community. Pilot youth programming to address specific resource gaps or barriers.

Medium City Manager
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EQUITABLE COMMUNITY SERVICES 11
252 SHAPE SSF: 2040 GENERAL PLAN
Policy Implementation Action Priority Primary Responsibility GOAL ECS-6. South San Francisco promotes community safety and a sense of belonging for all residents.

Policy ECS-6.1
Action ECS-6.1.1: Maintain community fire stations. Maintain equitable distribution of Fire Stations so that each neighborhood is equally and adequately served. Medium Fire Action ECS-6.1.2: Establish Community Safety and Equity Advisory Board. Establish a Community Safety and Equity Advisory Board to review data, provide recommendations, and build trust. The Board may make recommendations related to public safety or to any equity issue throughout City departments and programs.

High Police
Action ECS-6.1.3: Strengthen community cohesion through engagement with Police and Fire.

Strengthen community cohesion through community engagement efforts to build cross-cultural trust between the Police and Fire Departments and residents of color and low-income residents.

High Police
For related implementation actions related to public safety, see Policy CHEJ-1.2.

PERFORMANCE METRICS
PERFORMANCE METRIC: Equity in City decision-making
Target
Increase in the percentage of Spanish, Mandarin, Cantonese, and Tagalog speakers; Latino, Asian, and Pacific Islanders; and residents of varying abilities (blind, deaf, mobile impairment, mental or emotional condition) who participate in the City’s boards and commissions, so that their participation rates are closer to their respective total citywide percentages. Continue to ensure that inclusive engagement is employed in all programs and procedures. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE.

Data Source All City departments
Department
Responsible City Manager’s Office
PERFORMANCE METRIC: Equity in City operations
Target
Increase in the number
of racial equity impact
assessments (REIAs) and
equity capacity building
trainings conducted
annually by each City
department.

CITY TO BEGIN

TRACKING DATA

AND PROVIDE IN
Data Source THE FUTURE. All City departments
Department
Responsible City Manager’s Office
PERFORMANCE METRIC: Distributional equity
Target
Increase in the percentage
of the City’s budget and
resources allocated
to existing public
facilities, community
programming, and
services in disadvantaged
communities.

CITY TO BEGIN

TRACKING DATA

AND PROVIDE IN
THE FUTURE. Data Source All City departments
Department
Responsible City Manager’s Office
Pollution
Exposure
Healthy Food
12 254 SHAPE SSF: 2040 GENERAL PLAN
CHAPTER 12
Community
Health and
Environmental
Justice
12 PART III: OUR PEOPLE

COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE
255
COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12
256 SHAPE SSF: 2040 GENERAL PLAN 257

WHERE WE WANT TO BE IN THE FUTURE
A high quality of life for residents of all ages, income levels, and abilities that increases life expectancy and reduces the disparity between racial groups.

All residents have access to timely and high quality
preventive and health services, and the differences
between areas with the highest and lowest access
is reduced.

All residents breathe clean air, are not exposed to
hazardous materials, and the disparities between areas
with the highest and lowest pollution exposure
is reduced.

All residents have convenient and safe access to
opportunities in their neighborhoods to be physically
active, and the disparities between areas with the highest and lowest access is reduced.

All residents have access to fresh, affordable, and
culturally relevant produce, and the disparities between areas with the highest and lowest access is reduced.

All residents live in safe and sanitary housing without risk of displacement.

Jalisco Produce Market
How Our Plan Gets Us There
Place, race, income, and environmental conditions are
all significant contributing factors to the health of South San Francisco.

The city’s physical, social, and economic environments
combine to make specific individuals and communities
face a disproportionate burden of environmental pollution yet also have access to fewer of the city's existing healthpromoting assets that make it a great place to live, work, and play. Therefore, the Community Health and
Environmental Justice Element includes goals and policies that address existing community health concerns as well as approaches to managing new development to prevent
future health and environmental justice issues. The topics covered include timely preventive healthcare, healthy food, pollution exposure, physical activity, safe housing, and anti-displacement. Other identified topics related to health and environmental justice, such as economic development, mobility, and social equity, are addressed in other elements of the General Plan.

PERFORMANCE METRIC
Low-income food insecurity
Target:

Decrease the percentage of
adults who are low-income
food insecure

PERFORMANCE METRIC
Healthy weight
Target:

Decrease the proportion
of children and adults who
are obese
12 Shape SSF Visioning Workshop
Performance Metrics Refer to page 275 to view a full list of Performance Metrics for this chapter. 2012
0%
5%
10%
15%
20%
25%
30%
35%
40%
2014 2016 2018
(18+) diagnosed with
obesity (BMI>30).
(12-17) overweight or obese
for age (BMI>85th percentile).
(2-11) overweight for age
(weight>85th percentile).
21% 22%
17%
16% 17%
20%
26%
26%
34%
20%
% of Adults % of Youth (starting in 2016) % of Children 2018 DATA:

4.2% OF THE CITY'S ADULT POPULATION
259
COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12
258 SHAPE SSF: 2040 GENERAL PLAN

DEFINITIONS
Figure 36: Example of Healthy Community Components
Healthy Communities
Healthy communities are places that foster positive health outcomes for all who live, work, and play in them. Good nutrition, physical activity, and access to healthcare all influence health. However, health is also influenced by many other factors, including access to economic opportunities, safe and sanitary housing, high-quality education, and low exposure to pollution (see Figure 36). A city’s physical, social, and economic environments combine to make residents healthier and more resilient to long-term changes and short-term shocks. South San Francisco is working toward becoming a healthy community through the policy, program, and design interventions in the physical environment outlined in the General Plan.

Disadvantaged Communities
According to California’s Health and Safety Code (Section 39711), a disadvantaged community is defined as “a
low-income area that is disproportionately affected by
environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental
degradation.” The California Communities Environmental
Health Screening Tool (CalEnviroScreen) is a screening
methodology that can be used to identify disadvantaged
communities burdened by multiple sources of pollution.

Moreover, the State’s Office of Planning and Research
recommends using CalEnviroScreen in combination with
additional and local data sources, such as data from the Healthy Places Index, the California Health Interview Survey, regional air quality management districts, and local
health departments.

Railroad Tracks in Lindenville
South San Francisco Caltrain Station
Source: "South San Francisco Caltrain Station" by
Fullmetal2887, licensed under CC BY-SA4.0
Former Oyster Point Industrial Park (1956)
Source: http://bitsofhistory.plsinfo.org/thumbnailtext.asp?%20 %20bofhsearchbox=industrial+park&Submit=Submit&id=875
Environmental Justice
Environmental justice is defined in California’s Government Code (Section 65040.12(e)) as “the fair treatment of people of all races, cultures, and incomes with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies.” For decades, many low-income communities and communities of color have experienced a disproportionate burden of environmental pollution because of past discriminatory land use and environmental policies.

Environmental justice seeks to rectify these past injustices by protecting all people from exposure to pollution, toxins, hazardous wastes, radioactive materials, and other environmental harms that threaten the fundamental right to clean air, land, water, and food. This Community Health and Environmental Justice Element incorporates goals, policies, and actions to address disproportionate pollution burden, to prioritize improvements that address the needs of disadvantaged communities, and to protect residents of South San Francisco from environmental harm and risk.

Sub-areas
Low-Income Areas with High Pollution Burden
CalEnviroScreen 4.0 Results
Disadvantaged Communities
Disadvantaged Communities
Navigable
Slough
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KEY ISSUES AND OPPORTUNITIES
Health Status and Life Expectancy
Life expectancy is an overarching health indicator for any population, and it varies based on race and ethnicity, gender identity, place of residence, and many other factors. On average, life expectancy in South San Francisco is 82.2 years, which is nearly 3 years less than the overall life expectancy for San Mateo County (85.0 years). Across the county, Black and African American residents (79.0 years) live 6 years less than the countywide average. Although there is no single cause for this disparity, it suggests that African Americans in San Mateo County are experiencing hardships through physical, social, and economic conditions that negatively impact their health status and life expectancy.

Disparities in life expectancy by place and race underscore the importance of improving community health as a critical long-term goal for the city.

Other indicators of health status can highlight a population’s risk factors and suggest policy priorities. For example, in 2016, 17.2% of adults in South San Francisco had been diagnosed with asthma, which is significantly higher than the corresponding statewide asthma rate of 15.0%.

Moreover, in 2016, about 60% of adults and about 90% of children in the city did not engage in regular physical activity. Therefore, General Plan policies and actions to improve air quality and to expand safe and convenient opportunities for physical activity will go a long way to improving health for South San Francisco residents.

Pollution Burden
and Disadvantaged Communities
In South San Francisco, the sub-areas of Orange Park, Downtown, Sign Hill, Paradise Valley/Terrabay, El Camino Real, Lindenville, and East of 101 have disadvantaged communities based on the CalEnviroScreen and low-income screening methods (Figure 37). Although there are currently no households in East of 101 or Lindenville, there are significant environmental pollutants that impact those who work there and those who may live there in the future. These areas were identified as disadvantaged communities because of the high proportion of lowincome households exposed to high pollution burdens in comparison to the rest of the county and the state.

These pollution burdens include higher levels of diesel particulate matter, groundwater threats, toxic release from facilities, drinking water contamination, traffic density, cleanup sites, and solid waste facilities that may be associated with higher rates of asthma, cardiovascular diseases, and low birth weights. East of 101 and Lindenville have a significant amount of regionally-significant transportation infrastructure, including Caltrain, the Union Pacific railway, and highways (U.S. 101, I-280, I-380, SR 82 and SR 35). Production, distribution, and repair uses may be associated with more diesel trucks, hazardous material storage, and/ or contaminated land. Therefore, this element prioritizes improvements that address the needs of these identified disadvantaged communities by reducing disproportionate pollution burden and promoting public health.

Thanksgiving Fun Run
Figure 37: Disadvantaged Communities
City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities
Caltrain Station Arterial Road Streams
Unincorporated Area in City Sphere BART Context Parks
Caltrain Local Road
Ferry Terminal Station Highway Waterbody
Disadvantaged Communities
Sub-areas
Low Income Areas with High Pollution Burden
CalEnviroScreen 4.0 Results
Sources: CalEnviroScreen 4.0 (2021); ACS15-19 (5yr); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Neighborhoods with limited
Healthy Food Access
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South San Francisco has a network of existing amenities that can innovate to improve access to healthy food, healthcare, and recreational facilities, which in turn will improve the health of residents. The city has 14 health facilities predominantly located in the El Camino Real, Downtown, and East of 101 sub-areas. Schools are located in all residential neighborhoods and some school sites are leased to childcare providers. Furthermore, the South San Francisco Unified School District (SSFUSD) has a joint use agreement with the City to allow residents to use specific school sports fields and facilities outside of school hours. Moving forward, there are opportunities to use school sites to further physical activity and healthcare access. In addition, most planning sub-areas have convenient access to healthy foods at small grocery and convenience stores. However, healthy food access is still limited in many neighborhoods including Downtown, Paradise Valley/ Terrabay, Sign Hill, Sunshine Gardens, and the southern portion of Winston Serra. For more information regarding access to amenities within a 20-minute walk throughout the city, see Figure 8: Complete Neighborhoods in the Sub-Areas chapter located on page 89.

Access to Amenities
(Healthy Food, Healthcare,
Recreational Facilities)
Sunshine Gardens
Winston Serra (Souther Portion)
Downtown Sign HillParadise Valley/Terrabay
Mixed-Use Affordable Housing Units
Single Family Housing Housing in Downtown
Affordable Housing and Protecting
Current Residents
The City has several existing policies, programs, and facilities to preserve, protect, and build affordable housing and provide shelter. This set of policies and programs includes existing housing rehabilitation funds, the Good Samaritan Homeless Shelter, flexible parking requirements, inclusionary zoning and in-lieu fees, relocation assistance, short-term rental restrictions, and condominium conversion controls and tenant protections. Despite these policies and programs, the Downtown, Sign Hill, El Camino Real, and Sunshine Gardens sub-areas are at heightened risk of future gentrification and displacement. These areas are at heightened risk because of their proximity to desirable transit and neighborhood amenities, high percentage of low-income residents and people of color, high number of cost-burdened renters, and high concentration of naturally occurring affordable housing units that are vulnerable to price or rent increases. This housing displacement risk in four sub-areas has led to overcrowding, long-term residents leaving the city, illegal conversions of accessory dwelling units, and may lead residents to homelessness. Housing instability has a profound impact on health in that high stress negatively impacts mental health, and costburdened households are less able to afford healthy foods, healthcare visits, and prescription medicines.
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POLICY FRAMEWORK
Multi-Family Homes
It is the overall goal of this Community Health and Environmental Justice Element to ensure that goals, policies, and actions address the needs of all South San Francisco residents. Priority, however, should be given to those projects and programs that would fulfill the needs of residents living in disadvantaged communities.

GOAL CHEJ-1. South San Francisco is a leader
in promoting healthy communities through
collaboration, prevention, and education.

INTENT:

To promote more collaboration across County agencies,
City departments, community-based and service
organizations, and the private sector in order to improve the health status, including physical and mental health, of South San Francisco residents.

Policy CHEJ-1.1: Increase access to healthcare.

Increase access to healthcare for low-income South
San Francisco residents through the City’s Promotores
and city navigators in partnership with the County,
service providers, and non-profits.

Policy CHEJ-1.2. Improve crisis response. Improve
crisis response through the use of trained community
wellness and crisis response teams.

Policy CHEJ-1.3: Collaborate with San Mateo County
Health to share health-related data.

Policy CHEJ-1.4: Integrate Health in All Policies
approach. Integrate a Health in All Policies approach
across City departments to improve health and
advance environmental justice, including close
collaboration with San Mateo County agencies.

Policy: CHEJ-1.5: Facilitate community input on
health-focused programs and priorities.

GOAL CHEJ-2. All low-income residents in the
city have access to healthy food options.

INTENT:

To expand access to affordable and high-quality
fruits and vegetables, especially in disadvantaged
communities.

Policy CHEJ-2.1: Ensure healthy food access.

Ensure convenient access to affordable, fresh, and
culturally relevant produce and healthy foods in all
neighborhoods, including grocery stores, farmers’
markets, and community gardens, particularly in
disadvantaged communities.

Policy CHEJ-2.2: Encourage urban agriculture.

Encourage edible landscapes, fruit trees, and
community gardens in the City’s parks and public
spaces through implementation of the Urban Forest
Management Plan and Parks Master Plan.

Policy CHEJ-2.3: Allow food microenterprises. Allow
innovative food microenterprises, such as street
vendors and home kitchen operations, in the municipal
code to promote local food production and address
food insecurity.

Policy CHEJ-2.4: Encourage acceptance of food
affordability programs. Encourage grocery stores,
farmers’ markets, and other healthy food retailers to
accept CalFresh Electronic Benefit Transfer (EBT) cards; Women, Infants, and Children (WIC) benefits; and
Senior Farmer’s Market Nutrition Program benefits.

Policy CHEJ-2.5: Promote good nutrition. Promote
healthy eating habits and good nutrition among
residents of South San Francisco.

Policy CHEJ-2.6: Limit fast food and alcohol
outlet concentration. Limit new limited service
restaurants, convenience markets, and off-sale liquor
establishments—as defined by the City’s Municipal
Code—in areas with a significant concentration of
these outlets (e.g., multiple stores on the same block
or intersection) and in child-sensitive areas, such as
schools, parks, and childcare facilities.
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COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12
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GOAL CHEJ-3. South San Francisco
neighborhoods near highways and industrial
uses have improved air quality.

INTENT:

To improve air quality and promote health for
all residents, and especially residents living in
disadvantaged communities.

Policy CHEJ-3.1: Support regional efforts to improve
air quality and protect human health. Support
regional efforts to improve air quality and protect
human health.

Policy CHEJ-3.2: Reduce mobile source pollution.

Reduce emissions from mobile sources of air pollution,
such as diesel-based trucks and vehicles that travel to, from, or through South San Francisco.

Policy CHEJ-3.3: Support businesses in transitioning
their operations to emit fewer air pollutants.

Support local business owners in transitioning their
operations to emit fewer air pollutants through
incentives and development standards.

Policy CHEJ-3.4: Encourage participation in the
Green Business Program. Encourage existing
businesses and industries to participate in the San
Mateo County Green Business Program.

Policy CHEJ-3.5: Discourage development of
sensitive uses near sources of pollution. Discourage
the development of sensitive land uses (schools,
healthcare facilities, and elder and childcare centers) within 500 feet of highways and stationary sources of
pollution. For sensitive land uses that cannot be sited at least 500 feet away, potential design mitigation
actions include:
• Locate air intake systems for heating, ventilation,
and air conditioning (HVAC) systems as far away from
existing air pollution sources as possible.
• Use high-efficiency particulate air (HEPA) filters in the heating, ventilation, and air conditioning systems
and develop a maintenance plan to ensure the
filtering system is properly maintained.
• For non-residential buildings, consider utilizing
only fixed windows next to any existing sources of
pollution.
• Plant landscape barriers between highways and
residential areas to reduce noise and air pollution for residents.

Policy CHEJ-3.6: Incentivize air filtration in
multifamily residential buildings. Connect property
owners of existing multifamily residential buildings,
especially those in disadvantaged communities,
to incentives to install heating, ventilation, and air
conditioning systems with high-efficiency particulate
air filters for all units.

Policy CHEJ-3.7: Expand tree canopy. Increase the
tree canopy in residential neighborhoods, particularly
in Downtown and El Camino, with native and lowmaintenance street trees.

For related policies and implementation actions
related to urban forestry, see Goal ES-4.

GOAL CHEJ-4. South San Francisco generates
less solid waste, cleans up hazardous sites,
and ensures safe storage and transportation
of hazardous materials in Lindenville and East
of 101.

INTENT:

To decrease residents’ risk of exposure to hazardous
materials.

Policy CHEJ-4.1: Support Brownfield remediation.

Support clean-up and reuse of contaminated sites in
Lindenville and East of 101 to protect human health.

Policy CHEJ-4.2: Require remediation before
development. Require that contaminated sites
are adequately remediated before allowing new
development.

Policy CHEJ-4.3: Reduce exposure from hazardous
materials. Reduce residents’ risk of exposure to
hazardous materials and toxic wastes.

Policy CHEJ-4.4: Maintain map of hazardous
materials transport route. Maintain an up-to-date
truck routes map that minimizes exposures to sensitive
land uses from vehicles carrying hazardous materials
and toxic waste.

Policy CHEJ-4.5: Establish land use restrictions on
new toxic wastes. Prohibit new non-residential uses
that are known to release or emit toxic waste at levels that are harmful to human health while continuing to
allow life science, research and development, medical,
and other necessary services such as dry cleaners.

Policy CHEJ-4.6: Expand community engagement
on remediation. Engage community members in
the remediation of toxic sites and the permitting and
monitoring of potentially hazardous industrial uses.

For related policies and implementation actions
related to hazardous materials, see Goal CR-7.

GOAL CHEJ-5. Residents of all incomes, ages
and abilities have opportunities to lead active
lifestyles.

INTENT:

To provide safe and convenient places for physical
activity, especially in disadvantaged communities.

Policy CHEJ-5.1: Provide recreational programming
to increase physical activity. Continue to provide City recreational programs that focus on physical activity
and that promote active lifestyles.

Policy CHEJ-5.2: Develop partnerships to promote
physical activity. Develop public, private, and nonprofit partnerships to develop and maintain parks, recreational facilities, and publicly-accessible private open spaces in disadvantaged communities.

Policy CHEJ-5.3: Promote active transportation.

Design neighborhoods that support safe pedestrian,
bicycle, and public transit use for residents of all ages by prioritizing safety, implementing complete streets,
and providing easy access to play, fitness, and active
transportation networks. Prioritize transportation
system funding and improvements in disadvantaged
communities.

For related policies and implementation actions
related to transportation safety and safe routes to
school, see Goals MOB-1 and MOB-2.
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GOAL CHEJ-6. Low-income residents have
access to safe housing and shelter throughout
South San Francisco.

INTENT:

To enhance the quality of existing affordable housing
and to expand housing opportunities and services
for residents experiencing homelessness or housing
insecurity.

Policy CHEJ-6.1: Strengthen programs to maintain a
safe and sanitary supply of affordable housing.

Policy CHEJ-6.2: Enforce housing maintenance
and building codes safety. Enforce applicable
provisions of the housing and building codes. Where
implementation of applicable provisions may result in
housing displacement, identify opportunities to ensure
residents remain housed. Expand maintenance and
abatement assistance programs for single (including
mobile homes) and multi-family properties of lowincome households. Support programs designed to rehabilitate deteriorated units through weatherization, modernization, and elimination of common home
pollutants.

Policy CHEJ-6.3: Track HUD inspections. Track and
address annual United States Housing and Urban
Development (HUD) inspections of publicly subsidized
housing units.

Policy CHEJ-6.4: Strengthen programs to provide
housing and services for unhoused residents.

Strengthen programs to provide housing opportunities
and services for unhoused residents, including safe
restrooms, permanent supportive housing, and
services.

Policy CHEJ-6.5: Partner with the local shelters.

Continue to partner with the local shelter to provide
cots for emergency shelter situations, including
extreme heat and cold days.

For related policies and implementation actions
related to retrofitting housing to be more climateresilient and health-promoting, see Goal CR-6 and CP-4.

GOAL CHEJ-7. Low-income households are
protected from displacement.

INTENT:

To ensure existing low-income residents are able to
continue to comfortably live in South San Francisco.

Policy CHEJ-7.1: Support residents who are at-risk
of being displaced. Reduce the rate of evictions and
support low-income residents who are at-risk of being
displaced.

Policy CHEJ-7.2: Create pathways for
homeownership. Support low-income residents
in securing homeownership and establishing
generational wealth in South San Francisco as a
pathway to prevent displacement.

Policy CHEJ-7.3: Encourage resident controlled
limited-equity housing. Encourage resident
controlled limited-equity ownership, such as limitedequity condominiums, limited-equity cooperatives, and community land trusts.

Policy CHEJ-7.4: Expand housing funds and
programs. Continue to expand housing funds and
ensure residents have access to home repair programs.

Policy CHEJ-7.5: Enforce fair housing laws. Strictly
enforce fair housing laws to protect residents from
housing discrimination.

For related goals, policies, and implementation actions related to equity in civic engagement and public
facilities, see the Equitable Community
Services element.

IMPLEMENTATION ACTIONS
Policy Implementation Action Priority Primary Responsibility GOAL CHEJ-1. South San Francisco is a leader in promoting healthy communities through collaboration, prevention, and education.

Policy CHEJ-1.1
Action CHEJ-1.1.1: Assist in navigation of health and social services. Recruit and hire promotores and city navigators who can provide culturally and linguistically responsive navigation to help low-income residents and residents of color learn about, connect to, and navigate healthcare and social services.

Medium City Manager
Action CHEJ-1.1.2: County health partnerships. Continue to work with San Mateo County and healthcare service providers to educate residents about existing services throughout the city and encourage them to provide culturally and linguistically competent services. Work with San Mateo County to explore opportunities to improve access to mental health services, especially for youth and young adults.

Medium City Manager
Action CHEJ-1.1.3: Offer health literacy programs. Continue to offer programs, collections and outreach initiatives in the libraries, recreation centers, senior centers, and in public schools as educational support for community members seeking information on health and medical needs; partner with the South San Francisco Unified School District, County, and local nonprofits in providing these resources.

Medium Recreation Division (P&R)
Action CHEJ-1.1.4: Partner with South San Francisco Unified School District to provide school-based health centers. Continue to partner with the South San Francisco Unified School District to promote the flexible use of community spaces (e.g., community centers, libraries, schools) to provide preventive health services for children, youth, and families. Explore opportunities to expand services in neighborhoods with the greatest deficiencies.

Medium City Manager
Action CHEJ-1.1.5: Explore healthcare public private partnerships. Explore innovative private and public partnerships to provide pharmacies and medical, dental, and mental health services in underserved areas like Downtown and in new residential areas of Lindenville and East of 101.

Medium City Manager
Action CHEJ-1.1.6: Assist in the provision of nonprofit and community health centers.

Assist San Mateo County in their provision of nonprofit and community health centers to provide free or low-cost health care to low-income households.

High City Manager
Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities.
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Policy Implementation Action Priority Primary Responsibility Policy CHEJ-1.1
Action CHEJ-1.1.7: Establish community paramedicine program. Explore the establishment of a community paramedic program to help identify residents who suffer from chronic illness and educate and connect them with appropriate healthcare services.

Low City Manager
Action CHEJ-1.1.8: Reduce documentation for healthcare access. Work with San Mateo County and other agencies to minimize the documentation required to access healthcare services in order to reduce barriers to seeking and utilizing services, including eliminating requirements whenever possible.

Medium City Manager
Policy CHEJ-1.2
Action CHEJ-1.2.1: Continue to participate in mental health crisis response pilot. Continue to participate in community wellness and crisis response team pilot program to respond to emergency calls related to mental health, substance use, homelessness, and domestic violence.

This response team will be focused on conflict management, de-escalation, and linking residents to supportive services.

High City Manager
Action CHEJ-1.2.2: Connect health and homeless services. Continue to work with homeless service providers to conduct outreach and connect unhoused individuals to health care, housing and shelter, and other services.

Medium City Manager
Action CHEJ-1.2.3: Develop pandemic preparedness plan. Work with San Mateo County Health and local jurisdictions to develop a local pandemic preparedness plan in case of future pandemics.

Low City Manager
Policy CHEJ-1.3
Action CHEJ-1.3.1: Maintain and report health data. Continue to maintain and report out indicators and metrics about the health status of residents over time by race/ethnicity. Work with the City’s Equity and Inclusion Officer to develop a standardized approach to tracking health data to address racial and social inequities in health outcomes.

Medium City Manager
Policy CHEJ-1.4
Action CHEJ-1.4.1: Require health impact assessment. Require health impact assessments for all specific, neighborhood, and master plans and major transportation investments to examine the health and equity implications of policy decisions.

Low Planning Division (ECD)
Action CHEJ-1.4.2: Develop healthy development guidelines. Conduct a review of existing development guidelines to promote healthy living and working environments. Medium Planning Division (ECD) Policy Implementation Action Priority Primary Responsibility GOAL CHEJ-2. All low-income residents in the city have access to healthy food options.

Policy CHEJ-2.1
Action CHEJ-2.1.1: Explore economic incentives for food access. Utilize economic development incentives to encourage existing stores to sell fresh, healthy foods in disadvantaged communities. Pursue funding and partnerships and develop incentive programs to encourage the equitable availability of healthy food options.

Medium Economic Development and
Housing Division (ECD)
Action CHEJ-2.1.2: Provide healthy food education. Work with other local non-profit organizations and public agencies, such as the San Mateo County Health, to create a Healthy Food Awareness campaign that educates the community about healthy and culturally relevant food options within the community.

Low City Manager
Action CHEJ-2.1.3: Work with developers to provide a grocery store. Work with developers to bring a full-service grocery store to Downtown or East of 101. High Economic Development and Housing Division (ECD) Action CHEJ-2.1.4: Expand farmers’ markets. Partner with County agencies and non-profit organizations to expand farmers markets in South San Francisco, including in Downtown. Medium Economic Development and Housing Division (ECD) Policy CHEJ-2.5
Action CHEJ-2.5.1: Adopt an ordinance that requires City-funded events offer healthy food choices to participants. Adopt an ordinance that requires City-funded events offer healthy food choices to participants.

Medium City Manager
Action CHEJ-2.5.2: Partner with SSFUSD to implement school nutrition education programs. Partner with the South San Francisco Unified School District to create and implement educational programs for children on healthy eating, such as edible school yards and healthy cooking classes.

Medium City Manager
GOAL CHEJ-3. South San Francisco neighborhoods near highways and industrial uses have improved air quality.

Policy CHEJ-3.1
Action CHEJ-3.1.1: Monitor air quality in Lindenville, East of 101 and Downtown. Work with the Bay Area Air Quality Management District to establish and identify funding for air quality monitoring and reduction strategies. This action may include purchasing fine particulate matter (PM2.5) monitors to track local air quality data in Lindenville, East of 101, and Downtown.

High Planning Division (ECD)
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Policy Implementation Action Priority Primary Responsibility Policy CHEJ-3.2
Action CHEJ-3.2.1: Maintain Truck route maps to minimize exposure. Maintain an up-to-date truck routes map that minimizes exposures to sensitive land uses. Prohibit the designation of new truck routes on local neighborhood streets in South San Francisco.

Medium Engineering Division (PW)
Action CHEJ-3.2.2: Adopt an ordinance establishing vehicle idling restrictions. Establish a local ordinance that exceeds the state vehicle idling restrictions where appropriate, including restrictions for bus layovers, delivery vehicles, trucks at warehouses and distribution facilities and taxis, particularly when these activities take place near sensitive land uses (schools, healthcare facilities, affordable housing, and elder and childcare centers). Manage truck idling in new residential neighborhoods in Lindenville and East of 101.

Medium Planning Division (ECD)
Action CHEJ-3.2.3: Transition the City’s vehicle fleet to lower-emission fuel technologies.

Transition the City’s vehicle fleet to lower-emission fuel technologies, including electric, hybrid, and other alternative fuel vehicles.

High Maintenance and Operations
Division (PW)
Policy CHEJ-3.3
Action CHEJ-3.3.1: Explore incentives for pollution reduction. Explore opportunities for production, distribution, and warehousing uses in Lindenville and East of 101 to reduce pollution, such as greener trucks, energy efficient buildings, and other strategies.

Low Sustainability (CM)
Action CHEJ-3.3.2: Reduce indoor air pollution. Explore opportunities to work with property owners to rehabilitate existing buildings and require that new buildings adjacent to production, distribution, and warehousing uses; highways; or rail to implement appropriate mitigation measures to reduce indoor air pollution such as air filtration/ventilation systems, landscaping, and other physical improvements as recommended by the California Air Resources Board and/or the Bay Area Air Quality Management District.

Medium Building Division (ECD)
GOAL CHEJ-4. South San Francisco generates less solid waste, cleans up hazardous sites, and ensures safe storage and transportation of hazardous materials in Lindenville and East of 101.

Policy CHEJ-4.1
Action CHEJ-4.1.1: Maintain map of hazardous waste sites. Maintain a map and database of contaminated, hazardous waste and substance sites (e.g., Cortese list). Medium Planning Division (ECD) Action CHEJ-4.1.2: Precautions for Oyster Point Landfill. Implement any future City-prepared sea level rise adaptation plan for the Oyster Point Marina and landfill to prevent the release of toxins into the Bay.

High Capital Projects (CM)
Policy Implementation Action Priority Primary Responsibility GOAL CHEJ-6. Low-income residents have access to safe housing and shelter throughout South San Francisco.

Policy CHEJ-6.1
Action CHEJ-6.1.1: Continue working with San Mateo Fall Prevention Task Force. Continue working with San Mateo Fall Prevention Task Force in creating safer homes for older adults. Medium Building Division (ECD) Action CHEJ-6.1.2: Establish lead and asbestos removal program. In cooperation with San Mateo County and other regional agencies, establish a lead-based paint and asbestos removal program for affordable housing units built before 1980.

Low Building Division (ECD)
Policy CHEJ-6.4
Action CHEJ-6.4.1: Provide safe restroom facilities. Provide mobile shower, bathroom, and needle exchange sites and facilities for unhoused residents. Medium City Manager Action CHEJ-6.4.2: Implement permanent supportive housing. Implement the U.S.

Department of Housing and Urban Development’s Housing First program once permanent supportive housing is available within the city.

Medium Economic Development and
Housing Division (ECD)
Action CHEJ-6.4.3: Provide services for unhoused families. Work with homeless service providers to prioritize legal help, housing assistance, and other social services for unhoused families in South San Francisco.

Medium Economic Development and
Housing Division (ECD)
GOAL CHEJ-7. Low-income households are protected from displacement.

Policy CHEJ-7.1
Action CHEJ-7.1.1: Provide renter education and assistance. Continue to connect lowincome residents to city, county, state, and non-profit resources that provide technical, legal, and financial assistance for renters facing eviction.

High Economic Development and
Housing Division (ECD)
Action CHEJ-7.1.2: Develop anti-displacement plan. Develop an anti-displacement plan to halt displacement in the city, particularly in Downtown, Sign Hill, El Camino, and Sunshine Gardens, which may include tenant and landlord mediation programs, right of first refusal, rental assistance, tenant legal counseling, and a rent board to implement the program.

High Economic Development and
Housing Division (ECD)
Action CHEJ-7.1.3: Create a rental and eviction registry. Explore creation a rental and eviction registry to assess rental market and eviction trends. Medium Economic Development and Housing Division (ECD)
Action CHEJ-7.1.4: Provide housing for people with disabilities. Consider adding disability to the existing live-work preference policy to prioritize providing housing to people with disabilities. Medium Planning Division (ECD) 275
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Policy Implementation Action Priority Primary Responsibility Policy CHEJ-7.2
Action CHEJ-7.2.1: Connect residents to mortgage assistance resources. Provide mortgage assistance to help low-income homeowners at risk of foreclosure with financial or counseling support. Provide residents with resources and connections to HEART of San Mateo County, a countywide homeowner assistance program, and other non-profit homeowner assistance programs.

Medium Economic Development and
Housing Division (ECD)
Policy CHEJ-7.5
Action CHEJ-7.5.1: Provide resident housing rights education. Provide education, outreach, and referral services for residents regarding their rights as tenants and buyers. Medium Economic Development and Housing Division (ECD) Action CHEJ-7.5.2: Provide landlord housing rights education. Provide education and outreach to landlords, property managers, real estate agents, and others on their obligations as they make or manage properties available for housing.

Medium Economic Development and
Housing Division (ECD)

PERFORMANCE METRICS
PERFORMANCE METRIC: Low-income food insecurity
Target Decrease the percentage of adults who are lowincome food insecure 2018 DATA:

4.2% OF THE CITY'S ADULT POPULATION Data Source California Health Interview Survey:

Neighborhood Edition
Department
Responsible Economic & Community Development
Jalisco Produce Market
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PERFORMANCE METRIC: Healthy weight
PERFORMANCE METRIC: Severe housing cost-burden
Target Decrease the proportion of children
and adults who are obese
Data Source California Health Interview Survey
Department
Responsible Economic & Community Development
Target
Decrease the percentage of lowincome households who contribute more than 50% of their gross income
on housing
Data Source
U.S. Department of Housing and Urban
Development, Comprehensive Housing
Affordability Strategy (CHAS)
Department
Responsible Economic & Community Development
2012
0%
5%
10%
15%
20%
25%
30%
35%
40%
2014 2016 2018
(18+) diagnosed with
obesity (BMI>30).
(12-17) overweight or obese
for age (BMI>85th percentile).
(2-11) overweight for age
(weight>85th percentile).
21% 22%
17%
16% 17%
20%
26%
26%
34%
20%
% of Adults % of Youth (starting in 2016) % of Children 2012
0%
5%
10%
15%
20%
25%
2014 2016 2018
(18+) diagnosed with
obesity (BMI>30).
(12-17) overweight or obese
for age (BMI>85th percentile).
(2-11) overweight for age
(weight>85th percentile).
21% 22%
17%
16% 17%
20%
26%
20%
% of Adults % of Youth (starting in 2016) % of Children 2012
0%
5%
10%
15%
20%
25%
30%
35%
40%
2014 2016 2018
(18+) diagnosed with
obesity (BMI>30).
(12-17) overweight or obese
for age (BMI>85th percentile).
(2-11) overweight for age
(weight>85th percentile).
21% 22%
17%
16% 17%
20%
26%
26%
34%
20%
% of Adults % of Youth (starting in 2016) % of Children 2012
0%
5%
10%
15%
20%
25%
30%
35%
40%
2014 2016 2018
(18+) diagnosed with
obesity (BMI>30).
(12-17) overweight or obese
for age (BMI>85th percentile).
(2-11) overweight for age
(weight>85th percentile).
21% 22%
17%
16% 17%
20%
26%
26%
34%
20%
% of Adults % of Youth (starting in 2016) % of Children 2010
2011
2012
2013
2014
2015
2016
2017
2018
35%
36%
34%
33%
34%
32%
31%
32%
33%
Percent of low-income households who contribute
more than 50% of their gross income on housing.

PERFORMANCE METRIC: Asthma
Target
Decrease the percentage of children
and adults who have been diagnosed
with asthma
Data Source California Health Interview Survey
(CHIS)
Department
Responsible Economic & Community Development
2012
0%
5%
10%
15%
20%
2014 2016 2018
(18+) ever diagnosed with asthma. (1-17) ever diagnosed with asthma. 13%
12%
16%
16%
13%
14%
17%
14%
% of Adults % of Children & Youth
279
Climate Change
Community Assets
13 278 SHAPE SSF: 2040 GENERAL PLAN
CHAPTER 13
Community
Resilience
13 PART III: OUR PEOPLE

COMMUNITY RESILIENCE
279
280 SHAPE SSF: 2040 GENERAL PLAN
COMMUNITY RESILIENCE 13
281

WHERE WE WANT TO BE IN THE FUTURE
The City maintains responsiveness and minimizes
impacts to operations from shocks or stressors caused
by climate change and natural disasters.

Community assets, infrastructure, and public facilities are prepared for future flood events and sea level rise.

Residents, particularly the most vulnerable residents, are protected from climate and hazard impacts.

The City provides opportunities for all residents and
businesses to be better informed about potential hazards and about resources to prepare and collaborate with
the community to inform program development
and priorities.

The City continuously evaluates risk and will take steps to mitigate potential impacts.

Lindenville Sub-Area Meeting
How Our Plan Gets Us There
Natural hazards and climate change present South San
Francisco with a series of overlapping challenges.

Both gradual climate change and hazard events can expose people, infrastructure, transportation, buildings and property, and ecosystems to a wide range of stressors. These hazards and their impacts disproportionately affect the most sensitive populations in the city. The City will prioritize the most disadvantaged populations. The Community Resilience
Element includes goals and policies that will proactively advance community resilience, preparing the community
for all hazards, including climate disruption, while ensuring a high-quality response and recovery from future disasters. The City will mainstream climate change into capital planning and assessment activities.

PERFORMANCE METRIC
Shocks and stressors, including climate
change in all City plans
Target:
100% of City plans address community
resilience and climate change impacts

PERFORMANCE METRIC
Emergency preparedness and disaster
response
Target:

Train 500 individuals in emergency
preparedness and disaster response
techniques through the Community
Emergency Response Team (CERT) Program

PERFORMANCE METRIC
Sea level rise and flooding projects
completed
Target:

An increase in the number of sea level rise
and flooding projects completed
123
Bay Trail
Performance Metrics Refer to page 311 to view a full list of Performance Metrics for this chapter.

CITY TO BEGIN TRACKING DATA
AND PROVIDE IN THE FUTURE.

CITY TO BEGIN TRACKING DATA
AND PROVIDE IN THE FUTURE.
282 SHAPE SSF: 2040 GENERAL PLAN 283
COMMUNITY RESILIENCE 13
KEY ISSUES AND OPPORTUNITIES—HAZARD PROFILE
The Community Resilience Element identifies known
hazards, such as earthquakes, flooding, and other manmade hazards, as well as methods to reduce the potential risk of illness, injury, death, or property damage that can occur because of these hazards. South San Francisco and its
people are susceptible to a variety of hazards. Many of those hazards will influence the frequency, magnitude, and duration of those natural hazards in the city. This section summarizes the hazard profile for South San Francisco.

Flood of 1972, Linden Avenue in front of South San Francisco Scavenger Source: http://bitsofhistory.plsinfo.org/thumbnailtext.asp?%20%20bofhsearchbox =flood&Submit=Submit&id=413
Vehicle traffic
Climate change models indicate that temperatures will continue to rise in South San Francisco.

Annual maximum temperatures are projected to increase between 3.5°F and 4.7°F by mid-century (2040-2060) and between 4.5°F and 9.2°F by end of century (2080-2100).10 With climate change, extreme heat events in California and South San Francisco are becoming more frequent, more intense, and longer lasting. Historically (1960-1990), South San Francisco averaged four extreme heat days per year. The number of extreme heat days is anticipated to increase significantly across the Bay Area region during the next century, but more so in inland areas than coastal cities. Even with lower projections along the coast, by mid-century (2040-2060), the city is expected to have an average of 9 extreme heat days, increasing to an average of 24 extreme heat days per year by the end of century (2080-2100).11
Extreme heat days and heat waves can negatively impact human health. While the human body has cooling mechanisms that help auto-regulate body temperature within one or two degrees of 98.6 degrees, heat stress can cause fatigue, headaches, dizziness, nausea, and confusion. The combination of heat and high humidity is particularly lethal; it can result in heat stroke, which can lead to death, even among healthy people.12

8. Intergovernmental Panel on Climate Change 2021. Summary for Policymakers. In: Climate Change 2021: The Physical Science Basis. Contribution of Working Group I to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change [Masson Delmotte, V., P. Zhai, A. Pirani, S.L. Connors, C. Péan, S. Berger, N. Caud, Y. Chen, L. Goldfarb, M.I. Gomis, M.

Huang, K. Leitzell, E. Lonnoy, J.B.R. Matthews, T.K. Maycock, T. Waterfield, O. Yelekçi, R. Yu, and B. Zhou (eds.)]. Cambridge University Press. In Press.

9. Cordero, E. C., W. Kessomkiat, J. Abatzoglou, and S. A. Mauget. 2011. The identification of distinct patterns in California temperature trends. Climatic change 108:357– 382.

10. Temperature change range represent lower and higher-emissions scenario for South San Francisco. California Energy Commission. (2018). Cal-Adapt. Retrieved from http://cal-adapt.org/.

11. CalAdapt. 2018. Business as Usual Scenario (High Emissions), CanESM2 Model (Average). Retrieved from: https://cal-adapt. org/tools/extreme-heat/

12. Brink, S. 2013. How 100 Degrees Does a Number on You.” National Geographic. Retrieved from https://news. nationalgeographic.com/news/2013/07/130716-heat-wave-dehydration-stroke-summer-sweat/ Climate Change
Climate is the long-term behavior of the atmosphere – typically represented as averages – for a given time of year. This includes average annual temperature, snowpack, or rainfall. Human emissions of carbon dioxide and other greenhouse gas emissions (greenhouse gases) are important drivers of global climate change, and recent changes across the climate system are unprecedented. Greenhouse gases trap heat in the atmosphere, resulting in warming over time. This atmospheric warming leads to other changes in the earth systems, including changing patterns of rainfall and snow, melting of glaciers and ice, and warming of oceans. Human-induced climate change is already affecting many weather and climate extremes in every region across the globe. Evidence of observed changes include heatwaves, heavy precipitation, droughts, and hurricanes.8
Likewise, California and South San Francisco are already experiencing the effects of a changing climate. Both gradual climate change (e.g., sea level rise) and climate hazard events (e.g., extreme heat days) expose people, infrastructure, buildings and properties, and ecosystems to a wide range of stress-inducing and hazardous situations. These hazards and their impacts disproportionately affect the most sensitive populations in the city, including children and elderly adults, low-income populations, renters, immigrants, and BIPOC residents, among others.

Increasing Temperature
During the last century, average surface temperatures in California and the Bay Area rose steadily. Average minimum and maximum temperatures in San Mateo County rose faster than California. Between 1970 and 2006, the average minimum temperature rose by 1.2°F per decade and the average maximum temperature increased by 0.7°F per decade across the region.9 Several of the warmest years on record, in terms of annual average temperature, have all occurred since 2000, including 2020, 2018, 2015, 2014, and 2009.
284 SHAPE SSF: 2040 GENERAL PLAN 285
COMMUNITY RESILIENCE 13
Changing Precipitation Patterns
Between 1950 and 2005, the mean annual precipitation in South San Francisco was approximately 24.1 inches with variation from year to year.13 The variability in Northern California’s annual precipitation comes from fluctuations of the biggest storms—a boom and bust cycle.14 In years with large storms, the region experiences wetter conditions, with higher or above average rainfall (boom). In years where the storms miss the region, the region experiences a dry year with below average rainfall (bust). If the dry years occur along with higher temperatures, drought may occur.

Precipitation in the Bay Area will continue to exhibit high year-to-year variability—“booms and busts”—with very wet and very dry years. The region’s largest winter storms will likely become more intense, and potentially more damaging, producing heavy rainfall and substantial flood risk, especially along Colma Creek and other water bodies. Larger winter storms may also compound landslide susceptibility. Future increases in temperature will likely cause longer and deeper California droughts in drier years. This will pose major problems for water supplies, ecosystems, and food and agriculture.15

13. California Energy Commission. 2017. Cal-Adapt. Retrieved from http://beta.cal-adapt.org/.

14. Dettinger, M.D., and Cayan, D.R. 2014. Drought and the California Delta—A matter of extremes: San Francisco Estuary and Watershed Science, 12(2).

15. Ackerly, D and et. al. 2018. California Fourth Climate Change Assessment: San Francisco Bay Area Region Report. State of California Governor’s Office of Planning and Research.

Retrieved from https://www.energy.ca.gov/sites/default/files/2019-07/Reg%20Report-%20 SUM-CCCA4-2018-005%20SanFranciscoBayArea.pdf
Effects of Drought on Folsom Lake
Source: "Folsom Lake, California Drought" by Alan Grinberg, licensed under CC BY-NC-ND 2.0 Flood Risk Zone Along Colma Creek
Rising Sea Levels
In the last 100 years, sea level in the Bay Area has risen over 8 inches.16 Sea levels are rising around the world and are expected to accelerate in the coming decades as oceans continue to warm and glaciers and ice sheets continue to melt. The city is already (as of 2021) seeing impacts of sea level rise with King Tides (extremely high tides) causing greater localized flooding in the Oyster Point Marina.

Because future greenhouse gas emissions and climate response are not precisely known, the exact sea level rise scenario that will occur in the future is also not known at this time. To accommodate this uncertainty, the Ocean Protection Council developed the California Sea Level Rise Guidance 2018 Report Update. The guidance provides a standardized process for evaluating potential sea level impacts using a risk-probability approach for plans and projects. It provides estimates of potential sea level rise results based on different emissions scenarios calibrated to local tide stations based on the latest scientific information.

Table 9 shows sea level rise scenarios for South San Francisco for 2030, 2040, 2050 and 2100. The “likely” sea level rise scenario (a 66% probability of occurrence) is appropriate for projects that will not be heavily impacted by flooding, such as the Bay Trail. The “medium-high risk” scenario (1 in 200 chance) has a 0.5% chance of occurring. The likelihood that sea level rise will meet or exceed this value is low and this projection may be used for less adaptive, more vulnerable projects or populations that will experience medium to high consequences. This includes coastal housing or commercial development.17

16. Ackerly, D and et. al. 2018. California Fourth Climate Change Assessment: San Francisco Bay Area Region Report. State of California Governor’s Office of Planning and Research. Retrieved from https://www.energy.ca.gov/sites/default/files/2019-07/ Reg%20Report-%20SUM-CCCA4-2018-005%20SanFranciscoBayArea.pdf

17. Ocean Protection Council. 2018. State of California Sea Level Rise Guidance. Retrieved from https://opc.ca.gov/webmaster/ ftp/pdf/agenda_items/20180314/Item3_Exhibit-A_OPC_SLR_Guidance-rd3.pdf Table 9: Sea Level Rise Scenarios
Year
Likely Risk Flood
Height (66%
probability)
Medium-High Risk
Flood Height (0.5%
probability)
2030 0.3 to 0.5 feet 0.8 feet
2040 0.5 to 0.8 feet 1.3 feet
2050 0.6 to 1.1 feet 0.8 to 1.9 feet
2100 1.6 to 3.4 feet 5.7 to 6.9 feet
Source: California Sea Level Rise Guidance 2018 Report Update King Tide flooding at Oyster Point Marina
Source: California King Tides Project
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd
Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
Gellert B vl d
§¨¦380
§¨¦280
¬«35
¬«82
£¤101
Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
!
! !
!
! City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
BART
Highway
Arterial Roads
Local Roads
City Parks and Joint Facilities
Context Parks
Waterbody
Streams Sources: FEMA (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Flood Hazard Zones
1% Annual Chance Flood Hazard

0.2% Annual Chance Flood Hazard
Navigable
Slough
Flood Hazard
286 SHAPE SSF: 2040 GENERAL PLAN 287
COMMUNITY RESILIENCE 13
Flooding
Floods are among the most frequent and costly natural disasters. Flooding is often the result of weather events and may cause substantial damage to buildings and infrastructure, as well as public safety concerns. Periodic flooding occurs in South San Francisco but is confined to certain areas along Colma Creek. Colma Creek handles much of the urban runoff generated in the city; since South San Francisco is highly urbanized, runoff levels are high and there is increased potential for flood conditions during periods of heavy rainfall.

As part of the National Flood Insurance Program (NFIP), the Federal Emergency Management Agency (FEMA) conducts nationwide flood hazard mapping to identify flood-prone areas and to reduce flood damages. The maps identify the flooded extent that have a 1% annual chance of being equaled or exceeded, called the “100-year flood.” The flood elevation associated with the 1% chance event is referred to as the base flood elevation. Areas predicted to be inundated in a 1% chance event are delineated on the Flood Insurance Risk Map and commonly referred to as the “100-year floodplain.” Buildings and other structures in the 100-year floodplain must meet certain requirements to receive a floodplain development permit and to qualify for NFIP insurance and federally backed mortgages.

The majority of the City of South San Francisco is not located within a flood hazard zone, as shown in Figure 38.18 However, there are some areas located within the 100-year flood zone, including along Colma Creek, Navigable Slough, San Bruno Creek, and the San Francisco Bay. Flood depth during a 100-year storm is 2 to 3 feet. Small portions of the following neighborhoods may be impacted by a 100-year flood: East of 101, Lindenville, Downtown, Orange Park, El Camino, Avalon-Brentwood, and Sunshine Gardens.

Projected sea level rise will worsen existing coastal flood hazards, increasing the depth/elevation of flooding and expanding the flood further inland. These coastal flood hazards will include temporary flooding from storm surge and tide, permanent inundation areas, elevated ground levels, and shoreline erosion.

18. Federal Emergency Management Agency. 2019. Flood Map Service Center. Retrieved from https://msc.fema.gov/portal/ search?AddressQuery=south%20san%20francisco%2C%20ca%20#searchresultsanchor.

Table 10:

Summary of Climate Change Implications for Hazards
Increasing Temperatures
Extreme heat days will increase considerably in the city Increasing temperatures and changing precipitation patterns can create periods of abnormally dry weather that create drought Warmer, drier summers, high wind events, such as the Diablo winds, and increased vegetation growth, can create conditions suitable for wildfires Changing Precipitation Patterns
The Bay Area will continue to see larger precipitation fluctuations over the next century with very wet and very dry years
Stormwater flooding may increase as high bay levels can impede drainage of stormwater runoff
Rising Sea Levels
More extensive coastal flooding during storm events
Higher groundwater table
Figure 38: Flood Hazard
City of South San Francisco Flood Hazard Zones
1% Annual Chance Flood Hazard
BART Station City Parks, Open Space,
& Joint Facilities
Caltrain Station Arterial Road Streams
Unincorporated Area in
City Sphere

0.2% Annual Chance Flood Hazard
BART Context Parks
Caltrain Local Road
Ferry Terminal Station Highway Waterbody
Sources: FEMA (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

South San Francisco
Fault Map
(Westside of City)
WestboroughBlvd.

Serra Fault Continues Southeast
288 SHAPE SSF: 2040 GENERAL PLAN
COMMUNITY RESILIENCE 13
289
Figure 39 shows the projected sea level rise and coastal flooding by 2100 along the coast of South San Francisco. A significant number of public facilities and infrastructure, buildings, and other structures are likely to be affected based on a vulnerability assessment conducted by San Mateo County. Portions of Highway 101, Fire Stations 61 and 62, the former Oyster point landfill, Bay Trail, South San Francisco-San Bruno Water Quality Control Plant, and the San Francisco International Airport are among the large public assets exposed to future sea level rise.19 The City continues to participate in multiple studies to understand the potential impact of sea level rise and coastal flooding and how to best adapt. The City, United States Army Corps of Engineers, and San Mateo County, in particular, are continuing to study the impacts and will be recommending engineering solutions to prevent flooding. This includes developing adaptation options for Colma Creek.

19. Sea Change San Mateo County. 2018. Sea Level Rise Vulnerability Assessment. Retrieved from https://seachangesmc.org/ vulnerability-assessment/
52 Inches (100-year flood +
2040 sea level rise)
Figure 39: Sea Level Rise Risk (2100 Mid-level Scenario) 77 Inches (100-year flood + 3ft
sea level rise)
100-year Flood Zones
City of South San Francisco
BART Station
City Parks, Open Space, & Joint Facilities
Caltrain Station
Arterial Road
Streams
Unincorporated Area in City Sphere
BART
Context Parks
Caltrain
Local Road
Ferry Terminal Station
Highway
Waterbody
Sources: Adapting to Rising Tides (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Earthquakes
South San Francisco is in one of the most seismically active regions in the United States. There are approximately 30 known faults in the Bay Area with the potential to generate earthquakes; eleven of which are within forty miles of the city. The Peninsula segment of the San Andreas Fault, the predominant fault system in California, passes through the westernmost corner of the city in the Westborough sub-area. Within the city, earthquake damage to structures and infrastructure can be caused by ground rupture, ground shaking, ground failure, and land sliding. The level of damage in the city resulting from an earthquake will depend upon the magnitude of the event, the epicenter distance from the city, the response of geologic materials, and the strength and construction quality of structures.

Nearly all South San Francisco’s population, critical facilities, housing, and commercial properties would be exposed to violent or very strong ground shaking from a M7.2 earthquake on the San Andreas fault. East of 101 and Lindenville are in liquefaction areas, both areas expected to see new development in the future.

Sources: California Geological Survey
(2014); City of South San Francisco
(2019); County of San Mateo (2019);
ESRI (2021).

San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
Gellert B vl d
§¨¦380
§¨¦280
¬«35
¬«82
£¤101
Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
!
! !
!
!
City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
Highway
Arterial Roads
Local Roads
Waterbody
Streams
Severe Shaking
Violent Shaking
California Quaternary Faults
Navigable
Slough
Projected Ground Shaking (Assuming an M7.2 earthquake on the San Andreas Fault, Peninsula Segment) San Bruno Mountain State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
Gellert B vl d
§¨¦380
§¨¦280
¬«35
¬«82
£¤101
Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
!
! !
!
!
City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
BART
Highway
Arterial Roads
Local Roads
City Parks and Joint Facilities
Context Parks
Waterbody
Streams Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Liquefaction Zone
Navigable
Slough
Liquefaction Risk
290 SHAPE SSF: 2040 GENERAL PLAN 291
COMMUNITY RESILIENCE 13
Figure 40: Projected Groundshaking (Assuming an M7.2 earthquake on the San Andreas Fault, Peninsula Segment) Ground Shaking
South San Francisco is susceptible to ground shaking. The Modified Mercalli Intensity Scale (MMI) estimates the intensity of shaking from an earthquake at a specific location or over a specific area by considering its effects on people, objects, and buildings. The estimated ground shaking intensities in the city, assuming a magnitude 7.2 earthquake on the Peninsula Segment of the San Andreas Fault, are shown in Figure 40. Most of the eastern portion of the city is located within Zone VIII (Very Strong) and is estimated to experience moderate structural damage. The remainder of the city, including the portions fronting the San Francisco Bay, are located within Zone IX (Violent) and are estimated to experience heavy structural damage.

Severe Shaking
Violent Shaking
City of South San Francisco
BART Station
Caltrain Station
Arterial Road
Streams
BART
Caltrain
Local Road
Ferry Terminal Station
Highway
Waterbody
Sources: MTC/ABAG (2012); City of South San Francisco
(2019); County of San Mateo (2019); ESRI (2021).

California
Quatemary Faults
Figure 41: Liquefaction Risk
Liquefaction
Areas near the San Francisco Bay have high ground failure potential, including liquefaction and settlement during earthquake shaking.

Liquefaction is the rapid transformation of saturated, loose, fine-grained sediment to a fluid-like state because of earthquake ground shaking.

Most of the lowland areas of South San Francisco have the potential for liquefaction hazards, with very high liquefaction potential in East of 101 and Lindenville, high potential along Colma Creek, and moderate potential in the alluvial fan of Colma Creek and in a narrow strip of land south of Sister Cities Boulevard. Liquefaction potential within the city is shown in Figure 41.

Liquefaction Risk
Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

City of South San Francisco
BART Station
City Parks, Open Space, & Joint Facilities
Caltrain Station
Arterial Road
Streams
Unincorporated Area in City Sphere
BART
Context Parks
Caltrain
Local Road
Ferry Terminal Station
Highway
Waterbody
Liquefaction Zone
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
Gellert B vl d
§¨¦380
§¨¦280
¬«35
¬«82
£¤101
Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
!
! !
!
! City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
Highway
Arterial Roads
Local Roads
City Parks and Joint Facilities
Context Parks
Wtbd
Earthquake-induced Landslide Zones
Navigable
Slough
Landslide Zones
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd
Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
Westborough Blvd
Callan Blvd
Hickey Blvd
Spruce Ave
S Linden Ave
S
Utah Ave Spruce Ave
Gellert B vl d
§¨¦380
§¨¦280
¬«35
¬«82
£¤101
Unincorporated
Area
City of
Pacifica
City of
San Bruno
City of Colma
City of
Daly City
City of
Brisbane
San Francisco
International Airport
0 0.25 0.5 1 °Miles
!
! !
!
!
City of South San Francisco
Unincorporated Area in City Sphere
Ferry Terminal
Caltrain Station
Caltrain
BART Station
BART
Highway
Arterial Roads
Local Roads
City Parks and Joint Facilities
Context Parks
Waterbody
Streams Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Active Fault Traces
Accurately Located
Approximately Located
Inferred
Earthquake Fault Zones
Liquefaction Zone
Earthquake-induced Landslide Zones
Navigable
Slough
Earthquake Zones of Required Investigation
292 SHAPE SSF: 2040 GENERAL PLAN 293
COMMUNITY RESILIENCE 13
Landslides
Portions of the city are hilly and underlain with weak bedrock with slopes greater than 15 percent and have the greatest susceptibility to land sliding. In the Paradise Valley/Terrabay area, slopes required extensive stabilization, drainage improvements, and seismic mitigations when Figure 42: Landslide Zones
subdivisions were built. The slopes still pose a hazard, with elevated wildfire risk and rockfall risk.

The majority of South San Francisco is in the lower risk category for landslides. Figure 42 shows the general susceptibility to landslides.

City of South San Francisco
BART Station
City Parks, Open Space, & Joint Facilities
Earthquake-induced Landslide Zones
Caltrain Station
Arterial Road
Streams
Unincorporated Area in City Sphere
BART
Context Parks
Caltrain
Local Road
Ferry Terminal Station
Highway
Waterbody
Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Accurately Located Earthquake Fault Zones Approximately
Located
Inferred Earthquake-induced
Landslide Zones
Figure 43: Earthquake Zones of Required Investigation
City of South San Francisco
BART Station
City Parks, Open Space,
& Joint Facilities
Caltrain Station
Arterial Road
Streams Unincorporated Area in
City Sphere
BART
Context Parks
Caltrain
Local Road
Ferry Terminal Station
Highway
Waterbody
Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Active Fault Traces
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CaliforniaFireHazardSeverityZones(FHSZ)
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Moderate
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294 SHAPE SSF: 2040 GENERAL PLAN 295
COMMUNITY RESILIENCE 13
Wildfires
Wildfires are a significant concern throughout California and are typically caused by lightning or human activities, like arson or accidents.

Historically, the fire season runs from June through October of each year during the hot and dry months. Wildfire risk is determined by a combination of factors including precipitation, winds, temperature, and landscape and vegetation conditions. In addition to the direct impacts of wildfire, smoke can be a significant source of air quality pollution.

Wildfires burning within 50 to 100 miles of a city routinely cause air quality to be 5 to 15 times worse than normal, and often two to three times worse than the worst non-fire day of the year.20 Emissions from wildfires can lead to excessive levels of particulate matter, ozone, and volatile organic compounds.21
Fire Hazard Severity Zones, illustrated in Figure 44, are a measure of the likelihood of an area burning and how it burns. San Bruno Mountain to the north of the city has moderate to high wildfire hazard severity potential. Only very high severity zones are shown inside local jurisdictions; high and moderate severity zones are not mapped within local jurisdictions. While there are no high or moderate severity zones inside the City limits, Sign Hill is susceptible to wildfires as witnessed by the 2020 fire. Its easily ignitable light fuel type and proximity to homes along Ridgeview Court, Mountain Road, Carnelian Road, Ash Avenue and Beech Avenue creates a threat to public safety. Beyond the topographic, climatic, and land use conditions that create fire hazard, vegetation management and infrastructure contribute to fire risk. Vegetation management programs can be used at the bases of Sign Hill and San Bruno Mountain to reduce wildfire risk.

20. Kenward, A, et al. 2013. Wildfires and Air Pollution: The Hidden Health Hazards of Climate Change. Climate Central. Retrieved from: http://assets.climatecentral.org/pdfs/ WildfiresAndAirPollution.pdf.

21. Phuleria, HC, et al. 2005. Air Quality Impacts of the October 2003 Southern California Wildfires. Journal of Geophysical Research. 110(D7).

Sign Hill Fire
Effects of Sign Hill Fire
Figure 44: California Fire Hazard Severity Zones (FHSZ) High
Moderate
Hazard Class City of South San Francisco
BART Station
City Parks, Open Space,
& Joint Facilities
Caltrain Station
Arterial Road
Streams Unincorporated Area in
City Sphere
BART
Context Parks
Caltrain
Local Road
Ferry Terminal Station
Highway
Waterbody
Sources: CalFire (2007); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). 296 SHAPE SSF: 2040 GENERAL PLAN 297
COMMUNITY RESILIENCE 13
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
C o l m a C r e e k
Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
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Local Roads
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Waterbody
Sources: California Geological SurveyCal OESUSC (2019); Tsunami Inundation Zones
Tsunami Susceptibility
Navigable
Slough
Figure 45: Tsunami Susceptibility
Tsunami
A tsunami is a series of ocean waves caused by sudden movement of the sea floor, typically because of major earthquakes, landslide, or volcanic activity. Portions of the city that are low-lying and located in the eastern side and adjacent to San Francisco Bay, are susceptible to inundation from a tsunami as shown in Figure 45.

Oyster Point Marina, Located in Tsunami Inundation Zone Tsunami Inundation Zones
City of South San Francisco
BART Station
City Parks, Open Space, & Joint Facilities
Caltrain Station
Arterial Road
Streams
Unincorporated Area in City Sphere
BART
Context Parks
Caltrain
Local Road
Ferry Terminal Station
Highway
Waterbody
Sources: California Geological Survey, Cal OES, USC (2019); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Hazardous Materials
Hazardous materials refer to any chemical compound that poses a threat to human or environmental health, ranging from automobile oil to known cancer-causing chemicals. South San Francisco has a history of industrial uses dating back to the 1920s and 1930s, when the large tracts of land east of US-101 were formerly used for heavy industrial uses. Lindenville transitioned from residential to industrial land uses. Industrial uses, including warehouse, manufacturing areas, and business parks comprise over a quarter of the city’s area.

Hazardous material generation is generally concentrated in industrial zones located in East of 101 and in Lindenville and along El Camino Real. The Cortese List includes 960 known sites in the city, 178 of which are listed on the State and Tribal Leaking Underground Storage Tank (LUST) databases.22 Several of the key sites include the Oyster Point Landfill, Koll Site (former landfill site), Homart Development Corporation (former steel mill and fabrication plant), Wildberg Brothers Site (metal refining and recovery), airport properties, and Caltrans/Union Pacific sites. Hazardous materials and hazardous waste are regularly transported through the City of South San Francisco and used in the city, creating potential hazards for residents and workers.

The presence of hazardous materials and waste in soil or groundwater in the city’s commercial and industrial areas could constrain development of certain areas due to the actual or perceived threat to human health and the costs associated with site cleanup. The actual health threat at a given site depends upon several factors, such as the quantity and toxicity of contaminants, exposure, and the available pathways for contaminants to affect human health. Cleanup of hazardous waste sites is mandated by federal, State, and local laws and enforced by the appropriate regulatory agencies to protect human health, resources, and the environment. The City has active projects underway to continue bringing contaminated, vacant parcels back into commercial use.

22. The Hazardous Waste and Substances Sites (Cortese) List is a planning document used by the State, local agencies, and developers to comply with the California Environmental Quality Act requirements in providing information about the location of hazardous materials release sites.

Development near Oyster Point Marina
Aerial Photo: Industry (East), 1971. Oyster Point Marina and Oyster Point Boulevard.

Source: http://bitsofhistory.plsinfo.org/largephoto.asp?%20%20bofhsearchbox=oyster+point& Submit=Submit&id=862
San Bruno Mountain
State & County Park
San Francisco Bay
Ferry
Terminal
San Bruno Creek
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Airport Blvd
Chestnut Ave
E Grand Ave
Grand Ave
Oyster Point Blvd
S Airport Blvd Hillside Blvd
Forbes Blvd
Gateway Blvd
DNA Way
Sister Cities Blvd
El Camino Real
Junipero Serra Blvd
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Highway
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Runway Protection Zone
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Outer Approach/Departure Zone
Sideline Zone
Navigable
Slough
Airport Hazards
298 SHAPE SSF: 2040 GENERAL PLAN 299
COMMUNITY RESILIENCE 13
Airport Hazards
South San Francisco falls within the San Francisco International Airport (SFO) compatibility zones. Portions of the city are subject to frequent overflight from aircraft departures on Runway 28 and less frequent overflight from arrivals on Runway 10. Aircraft accidents pose a risk to Figure 46: Airport Hazards
Runway Protection Zone
Inner Approach Departure Zone
Inner Turning Zone
Outer Approach Zone
Sideline Zone
City of South San Francisco
BART Station
City Parks,, Open Space, & Joint Facilities
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Arterial Road
Streams
Unincorporated Area in City Sphere
BART
Context Parks
Caltrain
Local Road
Ferry Terminal Station
Highway
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persons and property in the city, as well as the occupants of an aircraft involved in an accident that occurs beyond the runway environment. The SFO Airport Land Use Compatibility is shown below in Figure 46.

Sources: San Francisco International Airport (2020); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).

Emergency Preparedness
The City of South San Francisco's public safety personnel plan and train for all types of emergency and disaster situations that could affect the health and safety of the city’s residents, visitors, business owners, and pass-through commuters. The Fire Department responds from five fire stations throughout the city. These stations are located to allow for adequate response times and overlapping coverage to multiple emergencies. The City of South San Francisco is also the only city in San Mateo County to have an exclusive operating area for emergency medical transport, staffing two 24-hour advance life support ambulances and one 12-hour per-day basic life support ambulance.

Additionally, the department maintains the Emergency Operations Center (EOC) at 490 North Canal Street and a training tower at 480 North Canal Street. The EOC is undersized to staff a full-scale disaster response but was built with the ability to add a second floor in the future. The need for a warehouse to store supplies to support the EOC and staff in the event of a disaster has also been identified.

The Fire Department’s Emergency Services Manager is responsible for managing the City’s Local Hazard Mitigation Plan, Emergency Response Plans, regularly training City personnel as disaster service workers and running programs, such as the Community Emergency Response Team (CERT) to train citizen volunteers in emergency preparedness and basic disaster response. The CERT basic training is given once a year in five 3-hour sessions and two 8-hour sessions. After initial training, the CERT meets quarterly to train specialized skills.23 In addition to inspecting businesses for fire and life safety the Fire Prevention Division, along with the rest of the Fire Department, annually train children and teens in home fire safety and emergency evacuation, “hands-only” CPR, and bleeding control as examples of other community risk reduction activities.

The South San Francisco Police Department operates out of one station in the City of South San Francisco Municipal Services Building located at 33 Arroyo Drive, Suite C. There is also a substation at 329 Miller Avenue with limited hours of operation.24 A new police headquarters will be part of the City Community Civic Campus at the corner of Antoinette Lane and Chestnut Avenue. This station would replace the existing station and provide a backup EOC.25

23. CERT Training. (2019). South San Francisco Fire Department. Retrieved From: http://www.ssf.net/departments/fire/ emergency-preparedness/community-emergency-response-team-cert.

24. Personal Communication with Sergeant Mike Rudis via email to FirstCarbon Solutions. July 30, 2019.

25. Ibid.

Community Emergency Response Team (CERT)
South San Francisco Fire Department with Youth Advisory Council 300 SHAPE SSF: 2040 GENERAL PLAN 301
COMMUNITY RESILIENCE 13

CRITICAL PLANNING ISSUES
This section highlights the critical issues and exposures across multiple hazards and sectors.

People from Downtown sub-area participating in a Shape SSF Sub-Area Workshop Disadvantaged Populations
Natural and climate hazards and their impacts are likely to disproportionately affect the most sensitive populations in the city. South San Francisco has seen a significant increase in older adults (age 65+) and a relatively stable youth population (age 18 and under). More multigenerational households and more people living with roommates, driven in part by higher housing costs, have increased the number of people living within each household. The racial and ethnicity composition of the city’s residents has also changed, with a significant increase in residents who identify as Asian and Pacific Islander or Latino. More than half of all South San Francisco residents speak a language other than English at home. All these populations have an increased sensitivity to climate change that can affect their ability to cope with natural hazards.

For example, the age 65 and older population are at greater risk for adverse health effects from increased heating and cooling costs, and their diminished ability to evacuate in a timely manner.

Hazard threats to older adults include heat waves, air pollution, flooding, and sea level rise. This group is also likely to be burdened with multiple non-hazard stressors, such as economic status, technology, and social isolation.

Likewise, people of color are more likely to be impacted by climate hazards. Many groups have lower incomes, fewer opportunities for education, higher exposure to environmental pollution, and poorer health status than White residents, making them more susceptible to shocks and stressors from climate and natural hazards.

Communication
An important component of community resilience is communication. Interdisciplinary and interjurisdictional communication infrastructure is essential during a disaster. Alert and warning systems and messaging for the community must be maintained and accessible to help with response and recovery from a disaster.

Bertolucci's Ristorante South San Francisco BART Station East of 101 and Lindenville
South San Francisco’s East of 101 and Lindenville sub-areas may be exposed to multiple hazards, including flooding, sea level rise, liquefaction, and tsunami, and other environmental hazards. Currently, these areas include a mix of commercial businesses, including life sciences; production, distribution, and repair business; and critical assets like Highway 101 and the San Bruno Water Quality Control Plant.

These areas could have citywide or regional consequences if impacted by a hazard event.

Major development projects are planned in East of 101 and Lindenville sub-areas that may be exposed to hazards. New construction will be built to modern building standards and will be more resilient than older buildings. Building standards, however, need to consider future climate hazards, including sea level rise.

Existing Buildings
Much of San Francisco has an aging building stock with nearly 60% of the housing units constructed before 1970. While the City encourages upgrades through State programs like Earthquake Brace and Bolt and Property Assessed Clean Energy (PACE), many older buildings were not designed to be resilient to natural and climate hazards. Likewise, these buildings may also benefit from energy and water retrofit programs.

Housing
Natural hazards and climate change will put additional burdens on South San Francisco residents. Housing costs have rapidly increased in South San Francisco and are outpacing income growth, just as they are across the county and region. Some residents may have limited resources for coping with hazards, including disruptions in housing, employment, childcare, and transportation. Renters are especially vulnerable due to potential rent increases, lower median household incomes, and a higher share of renter households that pay more than 30 percent of their income for housing expenses.

Transportation
Natural and climate hazards expose several regional and local transportation assets to disruption.

This includes BART, Caltrain, Highway 101, 280, and 380. Assets like Highway 101 are exposed to multiple hazards including seismic and flooding. These regional transportation assets connect South San Francisco residents to employment opportunities, daily needs, and critical services. Impacts to these transportation assets could have citywide and regional consequences.

Utilities
While nearly invisible, utilities (water, sanitary sewer, electricity, and natural gas) are essential to daily life, public health, and the regional and local economy. More frequent and intense storm events and rising sea levels expose utility assets to disruption, but also change the demand and availability of energy and water supplies and may increase costs. Post-disaster utility restoration is critical for recovery as are redundancies to reduce damage and disruption. 302 SHAPE SSF: 2040 GENERAL PLAN 303
COMMUNITY RESILIENCE 13

POLICY FRAMEWORK
Orange Memorial Park Regional Stormwater Capture Project GOAL CR-1: The City proactively advances
community resilience and is prepared for all
hazards, including climate disruption.

INTENT:

To increase preparedness and resilience to respond to
and recover from the shocks or stresses that impact South San Francisco through regional, countywide, and cross
jurisdictional collaboration and proactive planning and assessment. To adopt the Local Hazard Mitigation Plan by reference, consistent with California Assembly Bill 2140.

Policy CR-1.1: Prioritize the needs of vulnerable
populations. Prioritize the needs of disadvantaged
communities affected disproportionately by hazards
and disasters. Engage disadvantaged communities in
identifying potential hazards and program responses
and priorities through the Community Emergency
Response Team and promotores programs.

Policy CR-1.2: Participate in regional hazard
planning initiatives. Participate in collaborative
hazard planning and preparedness work.

Policy CR-1.3: Mainstream municipal climate
preparedness planning and assessment. Implement
climate preparedness planning across City
departments, programs, and operations.

Policy CR-1.4: Develop and maintain resilient
infrastructure standards. Periodically adjust
infrastructure design standards to address assetspecific vulnerabilities associated with the hazards.

Policy CR-1.5: Require capital projects in high hazard
areas to adhere to risk assessment guidance. As
part of the capital planning and budgeting process,
require all projects located within high hazard areas
and sea level rise inundation zones to adhere to
risk assessment guidance and identify appropriate
resilience strategies.

Policy CR-1.6: Continually strengthen emergency
management and operations. Continually strengthen
emergency management capacity and coordination
with the San Mateo County Emergency Operations
Center.

Policy CR-1.7: Expand Community Emergency
Response Team. Continue expanding the reach of
the Community Emergency Response Team program
to strengthen community cohesion and emergency
preparedness through community engagement efforts.

Policy CR-1.8: Enhance post-disaster recovery
planning. Ensure the city is ready for post-disaster
recovery through proactive planning.

Policy CR-1.9: Assess needs and resources for future
pandemic response. Regularly assess needs and
identify resources to prepare for pandemic response.

GOAL CR-2: A resilient community that
protects existing and future development and
people from sea level rise and flooding.

INTENT:

Through a continuum of adaptation solutions, including
constructing levees / seawalls, expanding green
infrastructure, and elevating new development, the City collaborates with federal, State, and regional agencies to develop comprehensive solutions to sea level rise
and flooding.

Policy CR-2.1: Use best available sea level rise
projections. Use the best available science for sea level rise projections from the State and regional efforts
in accordance with the State of California Sea Level
Rise Guidance. Define the lifespan of development
for temporary structures, residential or commercial
structures, and critical infrastructure.

Policy CR-2.2: Implement a variety of adaptation
solutions. Pursue a comprehensive shoreline
management plan that uses a variety of adaptation
solutions to protect the shoreline and enhance
ecosystem resilience.

Policy CR-2.3: Use green infrastructure to reduce
flooding. Prioritize green infrastructure in the Colma
Creek watershed to reduce flooding in developed
areas through continually updated site-specific design
guidelines, low impact development, and design
standards for public infrastructure projects.
304 SHAPE SSF: 2040 GENERAL PLAN 305
COMMUNITY RESILIENCE 13
Policy CR-2.4: Site municipal buildings and facilities
at higher elevations. Site new municipal buildings,
facilities, and critical infrastructure at higher
elevations, consistent with the State of California Sea Level Rise Guidance.

Policy CR-2.5: Require floodproofing for new
development in sea level rise inundation zones.

Require new development to account for sea level rise
in all project applications. This includes:
• Identifying areas of a parcel subject to flooding by
type of flooding, including inundation, creek, and
groundwater and by the potential depth of flooding.
• Raising base floor elevation above the Federal
Emergency Management Agency Base Flood
Elevation to include sea level rise projections
expected for the lifetime of the project.
• Locating mechanical equipment, such as boilers,
chillers, and air handlers for ventilation on the roof to ensure operation during flooding.

Policy CR-2.6: Require redevelopment in sea level
rise inundation zones to adhere to sea level rise
policies. For redevelopment where demolition,
renovation, or replacement is greater than 50% and the
project is within a sea level rise inundation zone, allow additions and improvements if an entire structure is
brought into conformance with the City’s current sea
level policies.

Policy CR-2.7: Require rebuilding of flood-damaged
properties to meet sea level rise policies. Allow
redevelopment of properties that have sustained
damage and for which a flood insurance claim has been
filed if brought into conformance with the current sea
level rise policies.

Policy CR-2.8: Partner with public and quasi-public
agencies to minimize the impacts of sea level rise.

Partner with regional agencies to evaluate and address
sea level rise and flooding on critical infrastructure, including but not limited to:
• With Pacific Gas & Electric and Peninsula Clean
Energy to assess vulnerability of electricity and
natural gas infrastructure.
• With Caltrans and neighboring jurisdictions on
measures to protect US-101.
• With Caltrain and BART on measures to protect the
rail corridors.
• With the regional groundwater study to understand
how and where groundwater change may impact
future development and infrastructure.

Policy CR-2.9: Prioritize landward relocation of the
Bay Trail realignment after flooding. In the event
of damage to the San Francisco Bay Trail, prioritize
landward relocation of the trail’s alignment and
avoid the installation of any types of hard shoreline
protection structures.

Policy CR-2.10: Explore sea level rise adaptation
financing options. Explore financial incentives
and fee programs to implement nature-based
and conventional physical adaptation, including
a Development Impact Fee Program, Community
Facilities District, and repeat flooding buyout program.

GOAL CR-3: A transformed Colma Creek.

INTENT:

To improve Colma Creek through a comprehensive
strategy that mitigates flooding and sea level rise,
restores native ecologies, and increases access to and
along the creek.

Policy CR-3.1: Develop Colma Creek adaptation
solutions. Continue to work with San Mateo County
Flood and Sea Level Rise Resiliency District on
developing and implementing adaptation options
for Colma Creek. Restore creek ecologies and create
transitional habitat zones to build resilience and
ecosystem services.

For related policies and implementation actions
related to Colma Creek resilience, see Goal ES-3.

GOAL CR-4: The City minimizes the risk to
life and property from seismic activity and
geologic hazards in South San Francisco.

INTENT:

To lessen the impacts of earthquakes, geologic threats, and other natural disasters on residents, workers, and
structures.

Policy CR-4.1: Protect buildings, infrastructure, and
other assets from seismic hazards. Protect existing
and new buildings, infrastructure, and other assets
from seismic hazards.

Policy CR-4.2: Maintain emergency response
capabilities. Maintain the capability to quickly respond to natural and human caused disasters and minimize
damage and injury caused by these events.

Policy CR-4.3: Discourage hillside area development
on slopes more than 30 percent. Discourage
development on steep hillside areas more than 30
percent grade. Development of hillside sites should
follow existing contours to the greatest extent possible.

Grading should be kept to a minimum.

Policy CR-4.4: Protect buildings, infrastructure,
and other assets from other geologic hazards.

Protect existing and new buildings, infrastructure, and other assets from other geologic hazards, including
landslides, slope instability, liquefaction, settlement, subsidence, unstable geologic units, unstable soils,
and expansive soils.

GOAL CR-5: The City minimizes the risk to
life and property from wildfire in South San
Francisco.

INTENT:

To encourage planning and design strategies that
mitigates wildfire risk.

Policy CR-5.1: Implement Sign Hill wildfire
mitigation measures. Continue to implement Sign
Hill wildfire mitigation measures (i.e., restoration and maintenance of native grass and scrubland habitat,
removal of non-native trees and trees killed in October 2020 fire, removal of dead trees due to drought and
disease and maintenance of existing trails to function
as fire breaks).

South San Francisco City CouncilMarch 2, 2022

South San Francisco City Council
March 2, 2022