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REDWOOD CITY 9212 <br /> <br />Economic & Planning Systems, Inc. 26 Fiscal Implications of Proposed Ordinance <br />Table 11. Staff Level Variation <br /> <br />Source: Mountain View 2021Staff Report; Econmic & Planning Systems <br />Based on EPS review of peer cities rent stabilization and tenant protection <br />programs, the minimum staffing level required to implement the proposed <br />Ordinance would be approximately seven new hires. At this minimum staffing <br />level, City staff would primarily focus on developing and maintaining the rental <br />registry, conducting community outreach and education, and administering the <br />petition process. Education is a core component of the program, even under a <br />passive enforcement model, as staff from peer jurisdictions emphasized the <br />importance of ensuring tenants and landlords are aware of their rights and <br />responsibilities. This includes preparing multilingual materials, conducting direct <br />outreach, and participating in community events. <br />Because Redwood City does not currently have excess staff capacity to absorb <br />these additional responsibilities on top of current workloads, the City will need to <br />hire additional personnel to implement the proposed Ordinance. The City may <br />also need to elevate or reclassify certain existing positions over time to ensure <br />adequate capacity for the rent stabilization program while continuing to manage <br />other housing programs. Additionally, Redwood City would likely need to contract <br />out key services, including legal counsel, tenant relocation assistance, hearing <br />examiner services, and mediation and dispute resolution. As staffing levels <br />increase, a greater share of these functions could be performed in-house. At full <br />staffing, the City could take on a more active enforcement role, including <br />comprehensive oversight of the rental registry and review of rent increases. <br />Peer city experience suggests that programs are typically scaled over time rather <br />than launched at full capacity. For example, Richmond initially relied on <br />contracted services and gradually expanded in-house staffing, with staff reporting <br />approximately $1.1 million in costs during the first six months of implementation. <br />Mountain View has followed a similar trajectory, incrementally adding staff as the <br />program matured as program responsibilities and workload needs became clearer. <br />Staffing Level <br />Staff per 1,000 <br />Units [1]RWC Staff [2] <br />Minimum 0.41 7 <br />Average 0.71 11 <br />Maximum 1.1 18 <br />Redwood City Rental Units 16,168 <br />[1] Based on varying fee levels for rent control jurisdictions <br />[2] Staffing levels shown in this table are rounded to the nearest whole number. <br />Subsequent calculations use the underlying unrounded staffing estimates. <br />8.A. - Page 154 of 168 <br />164