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4 <br /> <br />Performance Metrics <br />The dashboard above shows aggregated metrics related to the services that the ADU <br />Resource Center provides to all member jurisdictions. Redwood City specifically had 19 <br />staff participate in at least one of the Resource Center’s 10 trainings, for a total of 27 staff <br />training hours, and submitted 12 TA requests to the Resource Center. Redwood City also <br />had 24 residents receive direct one-on-one support from the Resource Center via <br />Feasibility Consults (16) and Help Line calls (8). <br />Organizational Update: ADU Center Merger <br />In consultation with the Steering Committee, the ADU Resource Center is exploring a <br />merger with the ADU Center, a parallel organization serving Napa and Marin counties. <br />The two Centers were built on the same service model and mission, and have operated as <br />parallel entities with significant overlap in functions and infrastructure. <br />The goal of this merger is to strengthen the ADU Resource Center’s long-term <br />sustainability by sharing administrative costs and improving operational efficiency through <br />the economies of scale that shared infrastructure can provide. The merger would <br />transition the Resource Center away from its current fiscal sponsor (Community Planning <br />Collaborative (CPC)) to a new administrative home, likely under a 501(c)(3) fiscal sponsor <br />called Community Initiatives, which currently houses the ADU Center. <br />The new arrangement would entail merging of back-office activities and infrastructure <br />(e.g., data management, technology subscriptions), as well as developing a shared staffing <br />model to create efficiencies in how identical services (e.g., homeowner supports) are <br />provided across geographies. <br />Despite these changes, the services, communications and external presence of the ADU <br />Resource Center of SMC would remain the same as before. Member jurisdictions would <br />continue to receive the same level of programmatic and technical support under the <br />leadership of the Resource Center’s Director, and the Resource Center would maintain its <br />own distinct branding and communications, web presence and external profile to San <br />Mateo County residents. Budgets would remain segregated so that local funding would <br />remain dedicated to San Mateo County services. <br />We are targeting the start of the next fiscal year for this transition, assuming the leadership <br />bodies of both organizations decide to move forward after conducing further due diligence. <br />We will communicate with member jurisdictions as we get more clarity on our path <br />forward and the associated timeline. <br />7.A. - Page 11 of 16 <br />18