San Francisco Grocery Tax Stalls as Incentive Plan Advances

San Francisco’s proposed grocery tax on certain vacant former supermarkets and pharmacies has lost part of its ballot package, while the tax measure itself remains pending. Supervisor Bilal Mahmood is shifting attention toward fee waivers, healthy-retail support, and zoning incentives. The outcome could shape grocery access in neighborhoods affected by major store closures.

Key Takeaways

  • San Francisco’s proposed Affordable Grocery Fund was listed as killed on July 20, 2026.
  • The separate vacancy-tax proposal remained pending, with a Board of Supervisors hearing scheduled for July 21.
  • The tax would apply to certain properties formerly used by chain grocery stores or pharmacies, not to purchases at checkout.
  • The proposed rates would begin at $3 per square foot and increase for properties left vacant in consecutive years.
  • Mahmood’s revised approach focuses on permit-fee relief, healthy-food retail programs, and developments that include grocery space.

San Francisco’s grocery tax proposal has entered a narrower and more uncertain phase after one part of the Affordable Groceries Act failed to move forward.

The original package included two separate measures. One would have established a city fund supporting access to affordable and nutritious food. The other would impose an excise tax on certain properties formerly occupied by chain supermarkets or pharmacies and then left vacant or converted to another use.

City legislative records show that the Affordable Grocery Fund measure was killed on July 20. The grocery tax proposal remained officially pending, with a Committee of the Whole hearing scheduled for July 21.

That distinction matters because the proposal has not resulted in a tax on groceries purchased by consumers. The measure targets qualifying owners or lessees of former grocery and pharmacy properties rather than shoppers or active neighborhood markets.

The Grocery Tax Faces a Narrower Ballot Path

The proposed grocery tax was designed for properties whose last qualifying use was as a formula retail grocery store or pharmacy for at least 365 consecutive days. The former store or pharmacy must have operated at the location on or after January 1, 2017.

Under the filed measure, a property would be treated as vacant when it remained unoccupied, uninhabited, or unused for more than 182 days during a tax year.

The proposed charge would begin at $3 per square foot of lot area during the first year of vacancy. It would rise to $5 per square foot in the second consecutive year and $10 per square foot in each later year.

A separate one-time charge of $5 per square foot could apply when a covered property was used for something other than a grocery store or pharmacy for more than half of the year.

The measure included several forms of temporary relief. Receiving a qualifying construction or rehabilitation permit could stop days from counting toward vacancy for three years. Properties severely damaged by a natural disaster could receive a two-year exclusion.

A new owner or tenant who certified plans to reopen a grocery store or pharmacy could also receive an exemption covering the acquisition year and the following two tax years. Certain nonprofit organizations would not be subject to the charge.

Revenue from the tax would be deposited into San Francisco’s General Fund. It would not automatically be restricted to grocery programs, although the Board of Supervisors could direct money toward food-access initiatives through the city budget.

The original package sought to place both measures before voters on November 3, 2026. The fund’s removal and the grocery tax measure’s pending status have left that ballot strategy uncertain.

The Incentive Plan Shifts Toward Store Openings

Mahmood has also outlined a different approach that would rely on legislation approved by the Board of Supervisors rather than a voter-approved ballot package.

The revised strategy focuses on reducing the cost and administrative difficulty of opening grocery stores in neighborhoods with limited access to full-service markets.

One component would restore support for Healthy Retail SF, a program that helped small neighborhood stores add fresh produce and healthier products. The program operated from 2017 through 2021 and worked with 12 stores, according to a program analysis cited by KQED.

“It’s time for the city to help accelerate what we’ve seen work well,” Mahmood told KQED while discussing earlier healthy-retail programs.

Another proposal would waive certain building and permit fees for qualifying grocery operators. Mahmood’s office estimated that the relief could reduce startup expenses by approximately $50,000 to $80,000 for an eligible location.

The plan could also provide support for construction and interior improvements needed to convert existing commercial spaces into functioning grocery stores. Supermarkets often require refrigeration equipment, loading areas, storage capacity, food-preparation facilities, and electrical systems that standard retail spaces do not have.

A third proposal would create zoning incentives for residential developments that include grocery stores on the ground floor. The concept draws from programs that allow additional development capacity when projects provide qualifying neighborhood food retail.

The approach could be relevant to areas working to fill long-empty storefronts. Recent activity around Mid-Market retail vacancies has shown how new commercial uses can return activity to corridors affected by business closures and reduced foot traffic.

The final form of the incentive package will depend on legislation submitted to the board, available city funding, eligibility standards, and reviews by the departments responsible for planning, permits, and economic development.

Store Closures Keep Food Access at the Center

The policy debate follows several prominent grocery closures across San Francisco, including Safeway in the Fillmore, Whole Foods in Mid-Market, and Lucky in Bayview.

A supermarket closure can create challenges beyond the loss of a single retailer. Large grocery properties often have specialized layouts, parking arrangements, loading facilities, lease conditions, and utility systems that make them difficult to divide or lease to smaller businesses.

Those complications can leave former supermarkets vacant for extended periods, particularly when a replacement grocery operator is not prepared to take over the entire property.

The closures have also renewed attention on food access. KQED reported that nearly one-third of San Franciscans living below the poverty line were food insecure, citing a 2024 report from the city’s Food Security Task Force. Nearly 110,000 residents were using CalFresh at the time of the report.

Similar pressures have been documented across the region as higher household expenses increase demand for assistance. Reports on Bay Area food insecurity have highlighted longer food-distribution lines and growing reliance on local support organizations.

Frequently Asked Questions

Is the Grocery Tax a Tax on Food Purchases?

No. The proposed grocery tax would apply to certain owners or lessees of properties formerly used by chain grocery stores or pharmacies. It would not be added to a shopper’s receipt or charged to an operating grocery store solely because it sells food.

What Happened to the Affordable Groceries Act?

The proposed Affordable Grocery Fund was listed as killed on July 20, 2026. The separate vacancy-tax measure remained pending committee action, with a Board of Supervisors hearing scheduled for July 21.

How Much Would the Vacancy Tax Charge?

The proposed rate would be $3 per square foot during the first year a covered property qualified as vacant. It would rise to $5 in the second year and $10 per square foot in later consecutive years.

What Does the Incentive Plan Include?

The developing plan includes reviving healthy-retail assistance, waiving certain fees for grocery stores in underserved areas, and supporting housing projects that include ground-floor grocery space. The measures would still require formal legislation, review, and approval before taking effect.

When Could the Proposed Tax Begin?

The filed measure states that the tax would begin in the 2027 tax year if it receives the required approvals and reaches voters. Its placement on the November 3, 2026, ballot had not been finalized at the time of review.

The Psychology of Preference and Why People Choose One Brand Over Another

By: Shawn Mars

Most branding advice stops at attention. Get noticed. Be memorable. Stand out. The problem is that attention does not actually buy anything. It is the entry ticket, not the outcome. Serah D’Laine, brand strategist and founder of the strategic visibility firm STAGE IIX, argues that the real contest happens somewhere quieter. It happens in the split second when a buyer looks at several perfectly acceptable options and reaches for one. That moment is what she calls the psychology of preference, and it decides far more than most founders realize.

Preference is the invisible calculus that determines which option a person picks when several good enough choices sit side by side. People like to believe they choose the objectively best product. They rarely do. They choose the option that feels like the obviously right one, and that feeling is built from a stack of mental shortcuts most buyers never consciously notice. As D’Laine puts it, “Attention gets you seen. Preference gets you paid. Every brand chasing viral visibility without building authority is just building a following that admires them from a distance, and buys from someone else.”

How Cognitive Ease Shapes Preference

The brain conserves effort wherever it can. When two options ask for the same money but one is easier to understand, the easier one usually wins. Psychologists call this cognitive ease, and it explains why familiar fonts, consistent messaging, and clean positioning matter more than they appear to. These are not decorations. They lower the mental cost of trusting a brand. A confusing website or a scattered message forces the buyer to work harder, and extra work registers as risk. The psychology of preference rewards the brand that is simplest to process, even when a harder-to-read competitor offers more on paper.

Trust signals do similar work at a faster speed. Tone, visual polish, social proof, and third-party validation reach a buyer’s nervous system before the rational brain has fully engaged. A reader decides something feels safe or unsafe well before listing any reasons. This is why a challenger brand with sharper signals can out-preference an incumbent with a stronger product. The incumbent assumes quality speaks for itself. The challenger understands that quality has to be believed first, and belief starts with the cues that surround the offer.

Familiarity, Authority, and Believability

Repetition breeds preference on its own. The mere-exposure effect describes how consistent, repeated contact with a brand quietly builds warmth toward it, independent of any real difference in quality. The brand a buyer has seen five times feels safer than the one seen once, and safe usually wins. Consistency, then, is not a branding nicety. It is a mechanism that compounds preference over time.

Authority operates on a related principle, though it is granted rather than claimed. A brand does not become authoritative by describing itself that way. Its audience decides, based on demonstrated expertise, that the brand deserves to be believed. This is where credibility architecture matters. There is a real difference between announcing expertise and showing it in a way that short-circuits skepticism. D’Laine describes the internal version of this gap plainly. “You tell yourself I’m not ready to be seen when what you really mean is I’m not sure I’ll be believed. Building authority isn’t about being louder, it’s about closing that gap so being seen finally feels safe, when your expertise already speaks for itself,” she says.

Positioning as a Psychological Mechanism

Positioning gets treated as a marketing buzzword, a slogan exercise, or a competitive grid. D’Laine reframes it as something closer to psychology. Positioning is the thing that pre-loads trust before a buyer ever evaluates the product itself. It tells the brain what category to file the brand under, what to expect, and how much to relax. When positioning is clear and consistent, the buyer arrives at the actual offer already leaning toward yes. When it is muddy, every evaluation starts from scratch, and starting from scratch is expensive for a buyer who has other options.

This is the same tension she explored in her essay on why performed authenticity has stopped working, published as a piece on the shift from authenticity to congruence. The through line is consistency under observation. A brand that says one thing and shows another erodes the very ease and familiarity that preference depends on. Alignment across message, reputation, and lived experience is what keeps the psychology of preference working in a brand’s favor rather than against it.

Engineering for Preference Instead of Visibility

The practical shift is from chasing reach to building the conditions that make preference likely. A few moves matter more than the rest. The first is a consistency system, a documented set of standards for how the brand looks, sounds, and behaves everywhere a buyer encounters it. Consistency is what turns scattered exposure into cumulative familiarity.

The second is authority-building content that demonstrates expertise rather than asserting it. Showing how a problem gets solved earns more belief than claiming to be the best at solving it. The third is social proof sequencing, arranging validation so a buyer meets the right evidence at the moment doubt would otherwise creep in. Testimonials, results, and recognizable names do more when they arrive on cue than when they are dumped in a pile. Through STAGE IIX, D’Laine builds these authority systems for founders, executives, and premium brands, and more of her approach to positioning and visibility is described on her brand strategy website and through her agency at STAGE IIX.

Being the best is not a strategy. It is a hope. Plenty of superior products, smarter founders, and better-built businesses lose to competitors who simply understood how to become the preferred choice in the customer’s mind. Preference is engineered, not earned by merit alone. The question worth asking is no longer how to get noticed. It is how to become the default choice inside someone’s head, and that is precisely what the psychology of preference is built to answer. D’Laine shares ongoing commentary on this thinking through her Instagram profile.